A relationship built on communication, candor, and trust

Lessons from getting $1M+ in higher comp

When you are selling to enterprise buyers, but your end user is actually not the people who are buying, how do you approach discovery?

This post is about a common problem: yo-yo strategies. Does your company change strategy every six months? Do things feel highly reactive? Is your team experiencing whiplash as it responds to the latest shifts?

To interest a potential user in your product, you make a sort of promise about how the product will make their life better. Your task during activation and onboarding is to keep this promise and enable users to personally experience this added value for themselves.

Most of the companies I know of and work with have had at least some level of staff reduction, and have worked to bring down their spend. Some have a sizable war chest because they raised funds when it was easy, and were conservative about their spending. Many weren’t so careful about their spending, and some are in real trouble.

Nuances and caveats in how we segment our customer base

The definitive, 25-page guide on resumes and interviews from an APM alumni

A wide-ranging interview covering a number of product frameworks with industry veteran Sachin Rekhi

The problem isn't that people can't think strategically. The problem is that there are disincentives to thinking strategically. Strategy requires discourse, collaboration, contemplation, and critical thinking. It takes time and space. Sadly, time to think—alone and together—is in short supply in most organizations.