A blocker raises a new objection every session — data quality, edge cases, training burden — because the objections are proxies for something real: headcount, credit, workload or risk exposure. Treating this as a misunderstanding and answering with a better demo does not work, because nothing about their incentives has changed.
Worked example: an operations manager whose team of nine does by hand what your system does in seconds will keep finding problems until someone addresses what happens to the nine people. Offering them ownership of the “what we did with the time we got back” narrative frequently ends the objections. Gotcha: escalating over a blocker’s head converts a solvable incentive problem into a permanent adversary who can quietly ensure the rollout fails.