Turn a single-threaded deal into a multi-threaded one before it stalls

This deal is riding on one relationship and I need to fix that before it stalls or dies quietly. Deal: Brightwell Insurance Group, third call, verbal interest, no other stakeholders looped in yet, deal value roughly $54,000 ACV. Current contact: Wendy Zhao, Senior Claims Operations Manager — this is the only person I've actually spoken with so far. What I know about the org structure or team, even secondhand: she mentioned reporting to a VP of Claims and has said "IT would need to sign off" once in passing. Why this matters now: Wendy went quiet for eight days after our last call with no explanation, and there's no one else who could tell me why.

STAKEHOLDER MAP
Based on she mentioned reporting to a VP of Claims and has said "IT would need to sign off" once in passing and the nature of {{product_or_service}}, list the likely additional people who plausibly need to be involved before this can close — an economic buyer if not already identified, anyone whose workflow the product actually touches day to day, anyone in procurement, security, or IT who could gate the deal at the finish line, and anyone with a plausible reason to be skeptical of a purchase like this. For each, state their likely role in the decision and, honestly, whether this is a confident inference from what's known or a reasonable guess that needs to be checked directly on the next call rather than assumed.

RISK RANKING
Rank the missing stakeholders by how much risk their absence adds to the deal specifically — not a generic ranking, but one grounded in third call, verbal interest, no other stakeholders looped in yet and she mentioned reporting to a VP of Claims and has said "IT would need to sign off" once in passing. Someone who could block the deal at the very end (security review, procurement sign-off) but hasn't been engaged yet is a different risk than someone who's merely nice to have looped in for buy-in.

THE ASK TO Wendy Zhao
Write the actual message or talking point to ask Wendy Zhao for a path to the highest-risk missing stakeholder — framed as something that helps them too, not as a request that implies distrust in their ability to carry the deal alone. Never phrase it as "can I talk to your boss" or anything that could read as going around them; frame it around a legitimate reason the other person's involvement helps the deal move faster or get evaluated more fairly, and let Wendy Zhao be the one who looks good for making the connection.

FALLBACK IF Wendy Zhao RESISTS
Give me one alternate path to the same stakeholder that doesn't depend on Wendy Zhao's cooperation — LinkedIn outreach, a mutual connection, an event, a different internal referral — for the specific case where the ask above doesn't work or gets a soft no, since a multi-threading plan with no fallback is really a single-threading plan with extra analysis attached.

HONESTY CHECK
Tell me plainly if she mentioned reporting to a VP of Claims and has said "IT would need to sign off" once in passing is too thin to build a real stakeholder map from, versus enough to work with — don't manufacture a confident-sounding org chart from information that's really just a guess, and say explicitly which names on the list are informed inference rather than something actually confirmed.