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2 recommend/use · 7 sourced episodes

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Innovation4 steps

Absorb the Pirates

When a fraudulent clone steals your users, ship its best features instead of fighting its code

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Leadership3 steps

Accountable Equals Decider

Whoever owns the result owns the decision — everything else is a communal slowdown

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Innovation3 steps

Adversarial Dogfooding Loop

Force all your work through your own product even when it's the wrong tool, so it becomes the right tool

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Marketing5 steps

Brand as Physical Proof of Service

The best brand assets don't just show your logo — they demonstrate your value prop while people watch

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Marketing4 steps

Brand Personality via Five Dimensions

Spike in two of five personality dimensions, then write five 'we are X but not Y' attributes with built-in tension

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Innovation3 steps

Build-and-Bake: Ship the Same Feature Until the Model Catches Up

Prototype ambitious features now, let them sit, and re-release the same shape each time models leap

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Strategy5 steps

Category-Attribute Fit

Don't pick a market then decide how to win. Work out what wins there, and only pick markets where that's who you are.

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Sales4 steps

Conversation-Intelligence Deal Diagnosis (the Dealbot)

Run an AI agent over every call, email and Slack to find the real reason you win, lose, and stall

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Communication5 steps

Cross-Subgraph Resonance Testing (Metaphor Forging)

Test framings live across unconnected audiences; the ones that land in distant subgraphs will travel.

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Strategy3 steps

Detune Precision by Time Horizon

The shorter the horizon, the more detail; keep long-range plans deliberately hazy to avoid false precision

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Sales3 steps

Discovery-Led Selling: Ask, Don't Pitch

Great salespeople talk under half the time and answer a question with a question about the question

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Leadership4 steps

Do the Job Badly to Learn What Excellence Looks Like

Founders in talent-poor markets should personally hold each role until they can recognise someone better

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Leadership4 steps

Full-Stack Relationship Orgs

Replace support, success, research, PR and marketing with two teams that own a human relationship end to end.

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Strategy5 steps

Gardening Over Building (Farming for Miracles)

Plant many cheap compounding seeds instead of manufacturing outcomes with brute effort.

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Marketing3 steps

Go-to-Market as a Product

Design the buying journey as a sequence of experiences, and add value at every touch whether or not they buy

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Strategy4 steps

Hard Things Are the Only Moat

Every moat gets crossed eventually — the one that lasts is a willingness to do what rivals won't

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Productivity3 steps

Label the Process Stage, Not the Polish

A production-looking prototype no longer means it's production-ready — say the stage out loud

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Productivity3 steps

Match the Medium to the Point

When implementation is cheap, the skill is choosing document vs prototype for the point you're making

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Strategy4 steps

Multi-Axis Revenue Segmentation

Plot customers on a graph of size plus the attributes that actually drive your revenue, not size alone

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Innovation4 steps

Optimizing for Feelings

Name the emotion the product must evoke, build to that, and use metrics only as an honesty check.

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Leadership5 steps

Organizational Kayfabe

Diagnose the shared fiction everyone knows is false — then route around it without detonating it.

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Strategy5 steps

Pick a Lane and Write the Story

Master one of the five product ambiguities early, then write the paragraph your next employer needs to hear.

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Self-Mastery5 steps

Play Yourself Like a Fiddle (Activation Energy + Always-Rules)

Beat activation energy with tight time boxes and an escalating task ladder; hold habits with always-rules.

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Finance3 steps

Price Like a Product (and Unbundle Deliberately)

Align price to where value and cost actually accrue, and kill defaulted freemium and mis-packed SKUs

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Marketing4 steps

Product Positioning with the Bar Test

Define audience via concentric circles, distill into the classic four-part statement, then validate it out loud at a bar

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Leadership4 steps

Project-Chosen Leads and the Mutt Hire

PM is a role on a project, not a department — and you staff it with multi-disciplinary makers, not title-holders.

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Communication4 steps

Radical Trust Building

Not radical transparency — let people know you as humans, so the permission dialog gets the benefit of the doubt.

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Sales3 steps

Sell to Reduce Risk, Not Increase Upside

Four of five buyers buy to avoid pain or reduce risk — anchor the sale there, not on the art of the possible

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Self-Mastery5 steps

Shadows of Superpowers

Your plateau is almost always the shadow cast by the exact strength that got you here.

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Leadership4 steps

Slime Mold Org Design (Sports Car vs Big Rig)

Coordination cost grows with the square of headcount — drive the vehicle you actually have.

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Marketing4 steps

Startup Launch PR Playbook

Fix your story, set realistic exclusive expectations, hang news on a bigger hook, and mine local press

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Innovation6 steps

Strategy Salons (Nerd Clubs)

Seed a small, opt-in, yes-and idea group that spins off strategy insights as a side effect.

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Leadership4 steps

Superpower Naming (Be More, Not Different)

Name someone's superpower early, then frame every nudge as 'be more' rather than 'be different'.

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Leadership3 steps

The 10-Minute PM Test for GTM-Product Partnership

Hire salespeople with enough product depth that engineers can't tell they aren't a PM

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Leadership4 steps

The 70/30 Cover Fire Allocation

Spend 70% earning the right to exist so the other 30% can plant seeds nobody will kill.

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Strategy5 steps

The Adjacent Possible + Low-Resolution North Star

Take only safe next steps — but always the one with the steepest gradient toward a 3-5 year North Star.

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Productivity5 steps

The Bits and Bobs Idea Distillation Loop

Capture everything, filter weekly by resonance, distil, publish — a compounding personal insight engine.

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Strategy5 steps

The D5/D7 Ungameable North Star

One metric that fuses retention, engagement and growth — tracked as growth rate and cohort slope, never absolutes.

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Strategy5 steps

The Ex-Growth Company Test

Two questions that tell you whether your well-funded employer is quietly a dead-equity trap.

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Leadership4 steps

The Four Reasons You're Not Getting Promoted

A diagnostic that separates 'the system can't promote you' from 'you're not ready' — because the fix differs.

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Communication5 steps

The Ground-Truth Feedback Loop

Formal feedback is noise. Pull the real signal, prove you heard it, and publicly reward whoever gave it.

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Sales5 steps

The GTM Engineer Agent-Deployment Loop

Turn a sales function into an AI agent by shadowing your best rep, then redeploy the humans up-market

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Innovation4 steps

The Made-Up Name Reset

Give a team or feature a name nobody recognizes, so nobody can skip the argument about what it should be.

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Productivity5 steps

The Meeting Operating System

Version your team's meetings like a product — ship a new rev every 90 days.

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Entrepreneurship4 steps

The Outside-Silicon-Valley Playbook

Compete with global giants from a talent-poor market: go ops-heavy, go remote early, and refuse to clone

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Strategy4 steps

The Purpose Statement (We Exist To)

Distill why you exist into one 10-year 'we exist to' sentence that makes people root for you

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Leadership5 steps

The Sidecar Model of Management

You don't take the wheel or hand it over — you ride attached, and you have to be invited in first.

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Strategy5 steps

The Skip: Career as a Product

Plan for the job after next, not the next job — and treat promotion as a means, not the goal.

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Marketing5 steps

The Startup Naming Process

Position first, brief the intent, brainstorm hundreds of bad names, then score survivors against seven criteria

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Leadership5 steps

The Team Is the Product

Choose the company you want to build first, pick a problem worthy of it, then treat every hire as a product launch.

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Mindset5 steps

The Three Acts and the Next North Star

The greyhound that catches the rabbit never runs again — pick your second North Star before you catch the first.

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Strategy4 steps

The Unifying Concept Test

Before adding a service to your app, check it fits the one mental model customers already hold of you

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Leadership5 steps

Values as a Mirror

Don't author values. Interview the whole team, harvest their exact words, and write them back as a story.

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Leadership3 steps

Zone Defense for Product Work

Spread taste-makers out to cover the whole field instead of clustering on the same problem

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