Assign one decision and one output to each participant, rather than asking everyone to consume every episode. A product lead can draft the acceptance rubric; a platform lead can map load-test requirements; finance can challenge the capacity assumptions.
For a proposed 45-minute review meeting, spend ten minutes on the current decision, fifteen on the strongest claim and its evidence, fifteen on a practical test, and five assigning an owner. These timings are a facilitation suggestion. Record what would change the decision and what remains unknown.
Keep a claim ledger with “speaker assertion”, “published evidence”, “our inference” and “measured on our workload” as distinct labels. Interviews are valuable for finding questions, but they should not become unattributed evidence in a supplier scorecard.