When I gave this talk a few years ago, I wanted to share something that took me a long time to understand. I had spent many years staring at Gantt charts and project plans, sometimes thinking they were created by geniuses who understood every detail of a project before it
When Product and Delivery are out of sync, enterprise projects stall and revenue suffers. In complex enterprise environments, these two functions share the same goals but speak different languages. Their focus areas, incentives and workflows differ sharply. Left unmanaged, this tension derails execution and frustrates teams. Managed well, it becomes
I stumbled across this question in an unexpected place: a job application form. Tucked into the standard upload-your-CV workflow was the prompt: “As a leader, how do you ensure psychological safety within a team while staying direct?” To my surprise, only 280 characters to answer. I provided an answer, but
For more than 15 years I spent my working life at the intersection of Product, Delivery and Customer Success. From early days in retail to consulting to building SCAYLE Commerce Engine I learned how powerful these functions become when they work as one (check "About the author" to