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Consulting firms need to rebalance revenue towards repeatable expertise.

A sales professional shares their recommended sales books.

Boris Cherny shares his personal experience of being wrong in product development.

The effect of CRTs on pixel art.

Recommended Substack newsletters for GTM insights and best practices.

Consulting firms face growth constraints when relying on a single rainmaker.

Anthony Pierri’s LinkedIn post with 107 comments.

A consulting firm tracks AI usage for leadership promotions.

Optimizing flight planning with Scikit-learn and OpenAPI.

A structural gap exists in recurring revenue growth.

Positioning decisions are often difficult.

A proposal lacked growth strategy.

A recruiter asked about salary competitiveness.

A bookmark for an article about card networks, specifically Visa and Mastercard.

If I got hired as the marketing leader tomorrow, I’d run this exercise in my first 90 days: 🤙 A company-wide positioning + messaging pulse check. Before I touched campaigns, channels, or content, I’d want to know: → Is it clear what we’re building and who it’s for? → Does everyone tell the same story? → Is that story actually believable and compelling? Here’s how I’d do it: I’d send every employee a survey with 5 questions: What is our product? Who is our ideal customer? What is the main use case of our product? Who or what are we primarily competing with? What makes our product uniquely valuable? And I’d only give them 30–45 seconds per question. I want the answer that’s already in their head. (not what they can find researching our website or slack channels) Then I’d compare the responses. Where are we aligned? Where are we telling completely different stories? Where are people struggling to explain us at all? Because this core narrative (positioning) is the foundation I’m inheriting as the marketing leader. If there is no primary strategy, then it’s the first thing I need to fix. Every campaign, landing page, sales deck, ad, event, and piece of content is downstream of this story. If the company is aligned around a sharp positioning strategy, marketing can amplify it. If the company is confused, marketing just amplifies the confusion. And no amount of better execution fixes that. | 68 comments on LinkedIn

Consulting firms need to redesign how value becomes revenue. For decades, consulting firms have built successful businesses around expertise, people and labour. But we increasingly believe the next stage of consulting requires a different design principle: 👉 Start with the value the consulting firm wants to create. Then design the business backwards from there. We call this The Shift. The Shift is the progressive redesign of a consulting firm around where it creates the greatest client value and how its expertise can repeatedly deliver that value. The ambition is to transform expertise and intellectual capital into repeatable client value and superior commercial performance. And there’s a reason why this has become much more urgent: * Consulting firms increasingly look and sound the same, which makes differentiation harder. * Budgets are under pressure, so buyers are scrutinising consulting spend much more closely. * Buyers increasingly expect outcomes, with stronger proof that the consulting firm can actually get them there. * AI is reducing the labour required to deliver work, putting pressure on billable-hour economics. * Clients can increasingly do more themselves with AI, reducing external demand for some consulting activities. We believe consulting firms need to deliberately redesign how expertise travels through the business and becomes client value. There are 8 foundations for making The Shift: 1. Deliberate value focus. Choose where the consulting firm wants to create meaningful client value. 2. Evidence from the best work. Find the recurring problems, patterns, expertise and outcomes in the strongest engagements. 3. Codified expertise and intellectual capital. Turn accumulated experience into firm-level IP that can be reused and improved. 4. Specific, high-value/high-stakes propositions. Translate that expertise into propositions around defined problems, contexts and outcomes. 5. Repeatable client value creation. Build a proven path that can be repeatedly applied and contextualised. 6. Systematic proof. Capture outcomes and evidence so every successful engagement strengthens the next. 7. A commercial system built around value. Align education, marketing, sales and pricing around the value the consulting firm creates. 8. Economics rewarding repeatability. Track whether expertise is becoming more commercially productive through stronger margins, pricing, revenue quality and improving Revenue/FTE. 👉 THE TAKEAWAY The Shift will be progressive. Existing revenue models will coexist with the emerging model, likely for years. But the direction matters. The consulting firms that deliberately turn accumulated expertise into increasingly repeatable client value can make every successful project strengthen the economics of the next one. | 11 comments on LinkedIn

Bij BONANA weet straks niemand meer wat z’n functie is. Da’s maar goed ook. Afgelopen zaterdag stuurde Niels Westerneng mij dit screenshotje. (In het weekend trouwens, terwijl ik FRUITOUDER bij mijn dochter was. 🫠) Dat rechterblokje bleef plakken... “Roles are fluid and oriented around doing what’s needed to build.” Da’s precies wat ik ook bij ons zie gebeuren. RevOps-specialisten die stiekem halve GTM-engineers zijn, data engineers die ook knutselen in HubSpot en onze developers moeten we vanaf nu Forward Deployed Engineers noemen. (Doen we nog niet hoor, maar je snapt ‘t punt.) Maar dat heeft dus niemand besloten hè? En terwijl AI ondertussen rustig de grenzen tussen vakgebieden sloopt, hebben wij iedereen nog KEURIG in een hokje staan. Met een functietitel erop. Developer, engineer, head of dit, head of dat. Inclusief mijn eigen rol. (Head of Hokjes, zeg maar.) En ja, hokjes zijn super handig voor salaris, verantwoordelijkheid en onszelf, maar ‘t boeit een klant dus precies NIKS. Daarom bewegen wij bij BONANA ook richting PODS. Kleine multidisciplinaire teams rondom de klantvraag. Minder doorgeven van hokje naar hokje, meer samen het hele probleem oplossen. Want het probleem bepaalt wie eraan werkt, niet je functieprofiel.

EEBench is testing whether AI can actually design circuits that work in the real world, not just produce a plausible schematic. Models are tested against SPICE simulations, real component specs, tolerances, cost and performance. Some models are already scoring above 60% across a range of circuit-design tasks. Still a long way from asking AI to design an entire product, but the direction is pretty clear: AI is moving from generating designs to actually engineering and verifying them.