I write about two subjects. The first is what AI does to the economics and operating models of research and data businesses. The second is how companies are run: execution, integration after a deal, and management.
How AI Is Breaking Market Research's Business Model, and the Case for a New One
Research has always been priced on time and materials. AI removes both, and the industry has to say for the first time what its thinking, and its contact with real people, are worth.
This book is forthcoming. Read the introduction
An operating model for insights agencies in the AI age
A practical operating model for an insights agency built for AI: one integrated motion from lead to cash, with people placed where their judgment adds confidence.
It was published in . Read the full text
What founders should build and investors should back
Why a SaaS transformation has failed to take meaningful root in market research, and what platform growth and scale require in the AI era.
It was published in . Read the full text
Market failure and the miserable state of the online survey experience
A critique of the programmatic sampling market as a set of market failures, with practical advice for the buyers and sellers who have to work in it.
It was published in . Read the full text
Leadership
Culture isn't an input you set; it's an output of how you operate. This article explains why standard culture playbooks fail and what to do instead.
Integration
Experience is an unforgiving teacher. These are seven lessons I've learned about running integrations that go beyond the consulting playbooks.
Execution
You can't scale a service business if delivery requires human intervention, and removing it doesn't require sacrificing flexibility.
Integration
Being fair and data-driven in PMI sounds right, but it slows decisions and delays pain while the business misses its targets.
Execution
Planning cycles only ever add initiatives; capacity comes from deciding what to stop. Unsetting goals is the discipline most teams skip.
Growth
The same five mistakes trip up founders at every growth milestone—and they're all avoidable.
Execution
The fear of losing flexibility is the most common reason companies fail to scale, and it's a fear that is mostly misplaced.
Leadership
As you rise in an organization, your success depends less on what you do and more on the people you trust to help you get it done.
Leadership
Executives who lose touch with day-to-day operations develop costly blind spots. Stay connected without micromanaging by making rounds.
Leadership
Improving the manager-employee relationship may be the most important thing leaders can do to improve business performance.
Execution
Everyone talks about strategy and vision. But execution—the unsexy work of actually delivering—is what distinguishes great leaders and great companies.
These are articles I wrote for the trade press, and interviews I gave, on other sites.
More of my earlier articles are on my GreenBook author page.
I am always glad to talk with investors, boards, and search firms about B2B SaaS and data businesses.
I am based in Paris and work across the US, UK, and EU.
