The problem you describe is not the problem you have
What fourteen years of enterprise discovery keeps teaching.
How I think is how I work.
Essays on organizational decision-making, complex-problem diagnosis, and the misuse of technology as a substitute for diagnosis. The practice, with its reasoning shown.
The garbage can, revisited
Organizations are organized anarchies. What Cohen, March & Olsen saw in 1972, applied to a 2026 revenue org.
Software is not a diagnosis
On vendors who prescribe before they examine, and the orgs that let them.
Reading a company like a prospectus
What drafting IPO documents taught me about discovery, and the risk-factors exercise every revenue org should run.
The founder-led ceiling
Founder-led sales built the company. Then the founder's calendar became the constraint.
Win rate is a diagnosis, not a scoreboard
What a very high win rate actually measures, and why the denominator is the whole story.
Discovery is a craft, not a checklist
MEDDPICC and Command of the Message work as disciplines. As slogans they produce interrogations.
Both sides of the table
Why the practice is two-sided, and what changes when your advisor has no inventory to move.
South to north
Market entry across the Americas runs in both directions. Most advice only covers one.
Tiger Woods has a coach
The best performers in every field pay for outside eyes. Professionals are the last holdouts.
What automation actually buys
Hours to minutes is the headline. The ramp time, error cost, and redeployed attention are the business case.
Decisions from memory
Most operating decisions are made from recollection, not observation. The fix is a data layer, and it is smaller than you think.
What enterprise sales taught me about selling to people
Moving from B2B to B2C strips away the committee and leaves the stakes. The discipline transfers; the tempo does not.