PMM
The best product marketing insight doesn't come from market research. It comes from sitting next to a customer while they fail — watching where the confusion starts, understanding not just what broke but why they thought it wouldn't, and leaving with a mental model of the product
IoT
The IoT industry spent a decade connecting devices. It forgot to connect them to decisions. The numbers were always impressive. Billions of connected sensors. Petabytes of operational data. Real-time visibility into environments that had previously been invisible — factory floors, supply chains, cold storage facilities, urban infrastructure. The promise was transformative:
GTM
Every scaling company has a moment where the founder's story — the thing that got you to $50M, to Series C, to the enterprise contract that changed everything — becomes the ceiling. Not because it's wrong. Because it can't be taught. This isn't a
AI
What does sales look like in five years? Not the tools — the job. Is there a world where AI agents on the buy side generate RFPs, and AI agents on the sell side respond to them, negotiate terms, and progress deals — with no human involved until the contract needs a
Positioning
Every enterprise accumulates positioning debt the way engineers accumulate technical debt — invisibly, quietly, until the day it collapses under its own weight and the cost to fix it is ten times what it would have been to prevent it. The parallel is more precise than it first appears. Technical debt
GTM
Every startup wants to create a category. It's the ultimate GTM ambition — to be so different from everything that exists that buyers need a new word for what you do. Salesforce didn't sell CRM software, it sold "the end of software." Uber didn'
AI
For twenty years, the answer to "how do we go faster?" was "hire more developers." More engineers meant more features, more products, more velocity. The headcount plan was the engineering strategy. The engineering strategy was the product strategy. That answer no longer works. Not because engineers
Documentation
Bad documentation doesn't lose deals in the demo. It loses them three weeks later, in the quiet moment when the developer tries to implement and the integration guide sends them to a 404. Or when the API reference uses terminology that doesn't match what the sales
Product
The best use cases aren't designed in product roadmap sessions. They're discovered by developers in garages at 2am trying to build something no one asked for, on hardware that was designed for something else entirely. Every product team has a hypothesis about what their technology will
GTM
Every market entry plan has a revenue target for month one. Almost none has a learning target. That asymmetry is where most market entries die — not loudly, in a failed launch, but quietly, in the gradual accumulation of misaligned assumptions that compound into an unsalvageable position twelve months later. If
GTM
Something quietly broke in SaaS between 2022 and 2024. CAC went up. NRR went down. The companies that had built their entire competitive identity around product differentiation woke up to find that AI had compressed their development advantage from years to months — sometimes weeks. Features that took three quarters to
GTM
Every large organisation eventually produces the same innovation killer. It doesn't arrive as a policy or a memo. It arrives as a meeting. Then another meeting to prepare for the meeting. Then a review process for the output of the meeting. And somewhere in that accumulated weight of coordination, t