Articles
Where the explanation breaks
Notes on complex B2B sales, written from the work. Most of it comes back to one thing, which is what happens to your argument in the rooms you never get invited to.
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How to stop B2B deals stalling in the middle of the funnel
A stalled deal is rarely a process failure. How to find where your explanation breaks, and what to give a champion so your argument survives a meeting you are not in.
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How to turn expert judgment into something a team can repeat
An expert leaving the room does not take a secret with them. What goes missing is the conditions under which their answer would have been different, and how to write those down.
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How to capture a founder's knowledge so they can stop firefighting
A founder is rarely a bottleneck because they are irreplaceable. Which knowledge to capture first, which format fits it, and who actually does the translating.
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How to give your sales champion a story they can repeat
A champion does not need your words, they need the shape of the argument. Why a script breaks the moment somebody asks something off the agenda, and what holds instead.
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The exception map: capturing the judgment SOPs miss
An SOP records the normal case. What to write down about the cases that are not normal, and why those are the ones that leave when the person leaves.
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Which visual model fits your B2B explanation break?
An explanation break is not disinterest, it is the exact point a prospect stops following you. Which drawing, tree, matrix, sequence or canvas, fits which break.
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Why B2B buyers can't repeat your value proposition
A value proposition fails the moment a buyer cannot repeat it to colleagues who were not on your call. Why the sentence collapses without you, and how to fix it.
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Visual model vs. SOP: when a diagram beats a document
An SOP tells someone what to do. A visual model tells them why it works. Which one your audience actually needs, and why the strongest teams build the model first.
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How to scale sales without the founder in every deal
Three routes out: hire, delegate, or write the argument down first. Most companies pick one of the first two and find the third was a prerequisite.
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Which kind of help fits the founder-led to team sales transition
Process coaches fix execution, fractional leaders run the team, messaging people fix what the rep says. Diagnose the bottleneck before you shortlist anybody.
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How to get every team explaining the product the same way
Four teams do not drift apart through carelessness. Each one adapts the same unwritten pitch for a different conversation, and the buyer receives all four.
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What is a one-page business model?
A visual summary of how a business creates value, delivers it and earns revenue. What belongs on it, how it differs from the Business Model Canvas, and a worked B2B example.
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How to explain a complex product simply
Complex products are not hard to explain because of feature count. They are hard because the parts never connect to a decision. The method, in three layers.
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What is your sales process worth when you sell the company?
An acquirer is buying next year's revenue, not last year's. Where owner dependency shows up in the deal, what diligence actually asks, and how early to start.
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How to codify a sales process before a handover or sale
Steps transfer on paper. Judgment does not, unless somebody writes it as decision rules. What to capture, and how to prove the transfer happened.
Introductory call
Bring the explanation that keeps breaking.
We will look at one real handoff, where people lose the thread, and whether there is a useful model to build. We do not build a free model on the call.