Salesforce GET book. 0 names. CAT is not in GET. Coverage $ none. Amount UNKNOWN. Not Live. Prepare only. Not sent.
Same AE graph
Pipeline dollars are not on this graph.
Hot accounts UNKNOWN. Research status is not stamped.
No next step is on this GET book.
Stale research UNKNOWN. Research status is not stamped.
Graph only. Coverage dollars stay unknown until a graph row.
This week's narrative is UNKNOWN.
Jordan Lee works the Salesforce GET book. Account count 0. CAT is not in GET.
Research is not stamped.
No next step is on this GET book.
empty
empty
Momentum UNKNOWN. No signal or next-step evidence is on this graph.
Not wired yet. No risk object is on this graph.
Coaching
No date is on this account yet.
Prepare only. Not sent.
Recent write-backs none.
Cadence×1
Cadence×1
Two working sessions in a short window
Sources: two working sessions · Note 1
Prepare only. Not sent.
Same AE walk
Next Best Action
No next step is on this GET book.
Prepare only. Not sent.
3 Whys
Why anything
Ownership of inbound software and data paper is unclear. Open items show up, but the last accepted connectivity, uptime, and security schedules live in SharePoint, email, and memory. After a field incident, what Deere already promised is not in the security tools and the contract is not in one place, so people talk from memory while Legal Ops still gets asked why this is still open. That gap sits under Precision Technology and Autonomy — connected machines, customer data, and uptime — and the legal surface is repeat exhibits in commercial contracts and Legal Ops.
Why now
No buying window or deadline is on this account yet.
Why Harvey
Harvey helps this pain by putting a named owner on intake, keeping preferred language on the exhibits that keep coming back, pulling the last accepted version from the corpus, and putting a first read of existing paper in front of people after an incident.
Sources: two working sessions · Note 1
Prepare only. Not sent.
MEDDPICC
Metrics
UNKNOWN
UNKNOWN
Economic buyer
UNKNOWN
UNKNOWN
Decision criteria
UNKNOWN
UNKNOWN
Decision process
UNKNOWN
UNKNOWN
Paper
UNKNOWN
UNKNOWN
Identify Pain
Inbound software and data paper has no clear owner. Last-accepted connectivity, uptime, and security schedules are hard to retrieve, and after an incident what Deere already promised is not in the security tools.
INFERRED
Champion
UNKNOWN
UNKNOWN
Competition
UNKNOWN
UNKNOWN
Sources: two working sessions · Note 1
Prepare only. Not sent.
Strategic objectives
Stand up a first-pass playbook on repeat vendor, software, and data paper
Make last-accepted connectivity, uptime, and security schedules retrievable
Put a named owner on Legal Ops intake so open items can be found
Sources: two working sessions · Note 1
Prepare only. Not sent.
Mapper
Global Law and Regulatory Affairs
Kellye Walker
First-pass playbook
Jason Stanley
Retrieve last-accepted after an incident
James Johnson
Commercial contracts next-step note
Philip Matthews
Legal Ops intake
Anna Richards
Kellye Walker
Kellye Walker
Role
SVP, Chief Legal Officer & Corporate Secretary, Global Law Services and Regulatory Affairs
Function
Global Law and Regulatory Affairs
Public CLO seat we care about. She owns Global Law — not a named buyer.
Jason Stanley
Jason Stanley
Role
VP, Digital Risk Officer & Deputy General Counsel
Function
First-pass playbook
Digital Risk seat from the first working session. First-pass playbook is his surface.
James Johnson
James Johnson
Role
VP & Global CISO
Function
Retrieve last-accepted after an incident
CISO seat from the second session. Retrieve-last-accepted after an incident is his surface.
Philip Matthews
Philip Matthews
Role
Assistant General Counsel — Commercial Contracts (tech law / AI)
Function
Commercial contracts next-step note
Sat both sessions and owns the next-step note with Richards. No date yet.
Anna Richards
Anna Richards
Role
Director, Global Legal Operations
Function
Legal Ops intake
Sat the first session and is on the next-step note. Company title only — no buyer stamp.
Value Pyramid
Mission
Deere & Company exists to serve those linked to the land by delivering intelligent, connected machines and applications that raise productivity and sustainability in agriculture, construction, and forestry.
Strategies
Smart Industrial Operating Model
Operate as a focused production-system company—fewer, stronger platforms and a factory-to-field operating model—rather than a loosely coupled equipment conglomerate.
Precision Technology and Autonomy
Stack machines, sensors, connectivity, and software so customers can see, decide, and increasingly automate work at the plant, pass, and jobsite level.
Lifecycle Solutions
Grow value after the initial machine sale through parts, services, connected support, and repeatable digital/aftermarket engagement across the installed base.
Leap Ambitions
Tie the portfolio to measurable customer outcomes—more yield and uptime with less fuel, chemistry, soil disturbance, and emissions—rather than product features alone.
Construction and Forestry Solutions
Apply the same connected-machine and jobsite-solutions logic beyond agriculture so construction and forestry customers get production-system value, not only iron.
Initiatives
Smart Industrial Operating Model
Precision Technology and Autonomy
Lifecycle Solutions
Leap Ambitions
Construction and Forestry Solutions
Risks
Farm income and equipment-cycle demand
Demand for Deere machines is highly sensitive to agricultural commodity prices, farm profitability, interest rates, and replacement cycles, which can compress orders faster than cost structure can adjust.
Trade, tariffs, and geopolitics
Cross-border production, sourcing, and sales expose Deere to tariffs, export controls, and political disruption that can raise cost or shut off markets.
Connected-machine, data, and cybersecurity risk
Precision and autonomous products increase dependence on software integrity, customer data, and uptime; a security or reliability failure would hit both operations and trust in the technology stack.
Competitive and technological disruption
Traditional OEMs and new software/autonomy entrants can erode share if Deere’s production-system software and dealer delivery lag customer expectations.
Regulation, climate, and product requirements
Emissions, safety, autonomy, chemical-use, and climate rules can force redesign, delay launches, or change what customers are allowed to run in the field.
Kellye Walker — SVP, Chief Legal Officer & Corporate Secretary, Global Law Services and Regulatory Affairs. Public CLO seat we care about. She owns Global Law — not a named buyer.
Jason Stanley — VP, Digital Risk Officer & Deputy General Counsel. Digital Risk seat from the first working session. First-pass playbook is his surface.
James Johnson — VP & Global CISO. CISO seat from the second session. Retrieve-last-accepted after an incident is his surface.
Philip Matthews — Assistant General Counsel — Commercial Contracts (tech law / AI). Sat both sessions and owns the next-step note with Richards. No date yet.
Anna Richards — Director, Global Legal Operations. Sat the first session and is on the next-step note. Company title only — no buyer stamp.
Meeting recap
meeting-a-deere-m1
meeting-a-deere-m2
Cite only. Notes does not mint a meeting.
Notes
notes-a-deere-1
account_id a-deere
type internal
captured_at 2026-09-08T02:18:03.068Z
Working session — Deere in-house legal (Harvey lens). Not a booked customer meeting. Attended on our side only. No Deere attendees confirmed. Public seats we care about: Kellye Walker (CLO / Global Law + Regulatory), Jason Stanley (Digital Risk / Deputy GC), James Johnson (Global CISO), Philip Matthews (AGC Commercial Contracts / tech + AI), Anna Richards (Director, Global Legal Operations). Hypothesis to test, not said by Deere: connected machines + autonomy increase software, data, and uptime risk; Legal Ops and commercial-contracts/AI work will feel that before a bake-off exists. No budget, no timeline, no Champion, no EB. Do not treat this as buyer commitment.
Honest empty until paste or file.
Persist writes a new note with full_text and type customer_facing or internal. Replace edits that note id only.
No stored LLM work on this account.
Strategic objectives none. Suggestions stay drafts until a human confirms.
Strategic objectives none. Suggestions stay drafts until a human confirms.
1:1 prep
Known: Two working sessions in a short window. Five public seats. Identify Pain.
Unknown: Champion. Economic buyer. Why now. Budget. Timeline. Next-step date. Coverage dollars.
This is a working-session account. Five titles-only seats. Inbound software and data paper has no clear owner. Our-side only. No Deere attendees.
Sources: two working sessions · Note 1
Prepare only. Not sent.