Two kinds of work.
Disruptive innovation and corporate strategy
VP+ leaders with stalled growth From the job through a designed solution, the hypothesis we build and testOutcome-based JTBD for go-to-market
Marketing and design teams Research and edge tactics: where to differentiate in service delivery and customer journeys, not the core businessEnd-to-end, from the job through a tested solution, to get stalled growth moving again.
For VP-level leaders whose growth plan has stalled
You own a growth goal the board doesn't believe you'll hit, and you can change how the company works. You may have paid for strategy work or job studies that nobody used.
A fit
You need a clear call to go ahead, stop, or change course, then a plan you can test.
Not a fit
Buyers below VP, a busy project that changes nothing, or anyone who won't change course. I don't build the product. Your team does.
A stalled growth rate gets punished, even when revenue still climbs
Markets punish a company when its yearly growth rate slows, even if revenue still goes up. If you're not thinking about real transformation or disruption, you're in for a rude awakening. Non-traditional competitors are building agentic capabilities, meaning AI that does the work itself, into new business models that are very hard to copy.
33, then 24, then 12. Innosight, 2018: average time on the S&P 500 was 33 years in 1964 and 24 years in 2016. It forecast just 12 years by 2027.
How it works
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Find the problem
We find the problem behind the idea and break it down from first principles: basic facts, not how things have always been done.
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Test it
We design the solution as the strategic hypothesis we build and test. The first one is on paper in 7 to 14 days, and your team does the work.
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Get a clear call
You get evidence on whether to go ahead, stop, or change course, then a plan you can prove or drop.
- Your idea
- The problem
- A test
- Go, stop, or change course
Why first principles, not traditional Jobs-to-be-Done
I've worked at several strategy consultancies, including one known for its Jobs-to-be-Done method, and the biggest shortfall was disruption: traditional Jobs-to-be-Done research works well for sustaining improvements, but it's a weaker fit for functional, disruptive innovation, so I use first principles instead.
I built my method into Venture Proof, a powerful, disruptive strategy-as-code engine that builds and tests your strategy with code, and it's in private Alpha, available only through advisory work.
Proof you can check
The first hypothesis is on paper.
Anyone on your team can read what was decided and why.
Module 1 has 7 lessons and takes about 56 minutes. Module 13 shows what a finished proof looks like.
Watch "Venture Proof: Test the Strategy Before You Spend."
Questions
What does it mean to test a business idea?
Check the idea against evidence before you spend, then go ahead, stop, or change course.
Who is this for?
VP-level leaders whose growth plan has stalled and who can change how the company works. Not buyers below VP, or anyone who won't change course.
Do you build the product?
No. I guide, and your team builds. I bring tools such as Venture Proof. Your people do the research, interviews, prototype and build.
What is Venture Proof?
A strategy-as-code engine in private Alpha, available only through advisory work.
Book a 30-minute call on a stalled growth plan
We talk through your idea or stalled growth plan and decide what to do next. If earlier strategy work didn't move growth, we start with what you already paid for. Fees come in a proposal after we talk, not on this page.
Research and edge tactics to differentiate service delivery and customer journeys, not a core-business redesign.
For marketing and design teams
This track is an adapted, optimized version of outcome-based Jobs-to-be-Done, applied to service delivery and customer journeys. I work with marketing and design teams who already have a differentiated core business model, or who don't have a say in corporate strategy.
How it works
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Map the consumption job
We map how customers get, use and maintain what you deliver, step by step.
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Write the outcomes
We write the outcomes the customer uses to measure success.
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Analyze advantage and aim go-to-market
We analyze competitive advantage with outcome-derived messaging, then aim go-to-market at the outcomes still not done well, to differentiate, not to redesign the core business.
Proof
I run six-figure-class JTBD studies far faster and cheaper than legacy firms, who are still trying to extract a consulting model tax.
I pioneered using AI for JTBD modeling.
About 3 years ago I created the original, popular JTBD Masterclass. It's a capability my peers still haven't mastered.
Many peers signed up for it, including practitioners from established JTBD firms. 😉
Questions
What is outcome-based JTBD?
You map the job, write the outcomes, and find which are important and still not done well.
Job Map vs journey map?
A Job Map follows the job. A journey map follows your current touchpoints.
Book a JTBD study call
Fees come in a proposal after we talk, not on this page.