Be a world-class negotiator.
Our vision is for millions of people to become world-class negotiators. We are building Diamond, which encodes the Getting More methodology into AI that provides continuous training and transactional coaching. Along our journey, we aim to prove a meaningful delta in outcomes for Diamond vs generic AI while deepening human connection.
I am living proof that this course does pay! I saved $245 million for my company.
Richard T. MorenaCFO, Asbury Park Press The lessons are the most rewarding and useful set of interpersonal tools in my toolbox. As a Green Beret, my mission centers on my ability to find, build, and maintain rapport in order to save lives.
Capt. Robert WilliamsGreen Berets, 3rd Special Forces Group
Because of how foundation models are trained, Generic AI reinforces the status quo for how we communicate. The status quo typically omits empathy, understanding, and intentionality. Each is an essential ingredient to get more. We think that’s a fundamental problem, and it’s only going to get worse with broader AI usage.
Diamond is building a platform and post-training a model that encodes the proven Getting More methodology, taught for over three decades by Wharton professor Stuart Diamond. We plan to incorporate several sources of proprietary data, beginning with tens of thousands of hand-graded course materials and improving via a feedback loop of outcomes from users of the platform.
Built with Stuart Diamond, author of the best-selling negotiation book Getting More.
Founding team from
See the difference.
Both models received the same context: “A vendor we've used for three years just raised our annual rate 22%, citing inflation. We're already over budget and my boss wants me to get it back under 10%. What do I offer them?”
“22% is a lot, especially against a public number like inflation. Before you think about what to offer, do you know how they built that 22%?”26 words
Offer a package, not just a lower number. Since your ceiling is under 10%, open around 5–7% and leave room to settle at 8–9%. Best opening offer > “We value the three-year relationship and would prefer to renew without running a competitive process. We can approve a 6% increase if you maintain the current scope and service levels and lock pricing for the next 12 months.” Then give alternatives: 1. 8% increase in exchange for a 2-year commitment, with year-two pricing flat or capped at 3%. 2. 9% increase with added value: service credits, upgraded support, extra licenses, implementation hours, or better SLA terms. 3. Keep spend near current levels by reducing unused features, seats, volume commitments, or service scope. 4. If cash flow allows, offer annual prepayment for a lower increase—but only if the discount is meaningful. 5. Offer low-cost concessions such as being a reference customer, providing a testimonial, or agreeing to a longer renewal notice period. What to say about inflation Ask them to substantiate the 22%: > “A 22% increase is materially above general inflation, so we’ll need a cost breakdown or explanation of what has changed in the service. Our approved ceiling is below 10%, and we’d like to find a structure that works for both sides.” Avoid revealing your exact maximum immediately. If they resist, say: > “If you can get the increase to 8% with no reduction in service, I believe I can move this through approval quickly. Otherwise, we’ll need to benchmark alternatives.” Important protections - Make sure any multi-year agreement has a price lock or explicit cap; don’t accept 8–9% compounded each year. - Don’t trade a long commitment unless you have termination rights for poor performance. - Get competing quotes or benchmarks even if you prefer to stay—credible alternatives create leverage. - Ask whether the increase is negotiable by line item; often support, licenses, and add-ons have different margins. A strong target settlement would be 8% this year, flat or capped at 3% next year, with existing service levels preserved.
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