Here’s what took me wayy too long to learn in b2b software sales Buyers are busy, and there lazy about anything that isn’t “on fire” right now Every time your deck, presentation or proposal makes them do the work like connecting the dots, figure why it matters or decide what to do next - they just won’t They won’t even tell you no. They’ll just do nothing and “I’ll put this off til it becomes a fire” will beat you every single time. So your whole job is taking the work off their plate Start with why now. Don’t make them figure out why it’s a priority. Tell them what’s going on in the market so the urgency is already there when u walk in Then hit their pain, and do the math for them and show them where they could be Their day, but better. No product yet. Let them see the gap first, and then your solution is just the bridge. And if a feature doesnt connect to something they told you hurts, cut it. Nobody wants to work out how a feature helps them. That's your job. Then proof. They shouldn't have to take your word for it or go digging. Show somebody in their exact seat who had the same problem and got a real results and numbers profits out of it Their peer's word beats yours every time. And this is where most reps blow it. They end with "let me know what you think." You just handed all the work back. Now the buyer has to remember the conversation, sell it to their boss, figure out a timeline, and probably chase you down. Never happens. So build a mutual action plan right there Ask when they want to be live, work backward from that date, and map out every step so they don't have to. Send the calendar invites while you're still on the call, so the meetings are already booked. Ya sure they get some homework, but it's small and specific with a date on it. Way easier than "go think about it." Plus it's a free lie detector. If they wont commit to the plan, they were never going to sign That's the whole game. Every piece takes a job off their plate They don't have to find the reason, do the maths, picture the future, hunt for proof, or plan the rollout, adoption and execution You did all of it. All they have to do is say yess

Why people compare $1M and $5M is laughable. It’s so easy to get to $1M even from there to $5M is a huge under taking which is why you have to start a biz in the first place. Anything near $10M and your life barely moves. Hard part for 99.9% is $1M to $5M

JUST IN: Anthropic recorded a staggering $80,000,000,000.00 net loss in the first half of 2026.

JUST IN: Volkswagen reportedly plans to freeze salaries for all 660,000 employees worldwide until 2030.

Is Kim Jong Un dead? Unverified reports claim the Supreme Leader suffered a brain hemorrhage, was moved to a hospital in Beijing, and died. The claims cite a coma and the absence of any public appearance to refute them. No official North Korean or Chinese confirmation has been issued. Kim is 5’7” and roughly 310 pounds, a lifelong heavy smoker with documented risks for cardiovascular disease, high blood pressure, and diabetes. Kim Jong Un's sister, Kim Yo Jong has also suddenly stepped into leadership roles. Identical death rumors circulated in 2020 and were false. He hasn't been seen in two weeks. Is it true this time?

Poppi's founders just learned the most expensive lesson in M&A! When they sold to PepsiCo, the deal was for $1.9B plus a $300M earnout (a future contingent payment based on the performance of the brand for some period after closing). And PepsiCo just announced that it is valuing that $300M at a “paltry” $12M. That stings! I've negotiated a lot of earnouts in my career. Here's what most sellers don't understand until it's too late: 1. An earnout is a future bet on a business you no longer control. After closing, the buyer sets budget, pricing, hiring, marketing, etc. Every lever behind whether or not you get your earnout belongs to someone else. 2. The incentives can flip the day you close if you’re not careful. As a seller, you want to do everything to hit the targets. But as the buyer, you pay less if they're missed. Ideally, the earnout is structured so that both parties win or lose together. If performance tanks, the buyer earns less overall so it pays less to the seller. If performance improves, the buyer earns more so it pays more to the seller. Incentives are aligned. What you absolutely cannot allow to happen is an earnout structured so that performance can improve allowing the buyer to earn more, but still pay less to the seller. How on earth could that happen? I'm so glad you asked... 3. The accounting decides the outcome. How you define "revenue", "EBITDA" or any other measurement metric used to determine the earnout is what ultimately drives the payout. So things like how corporate overhead gets allocated or what happens when the Seller’s product is folded into a larger brand with competing products becomes unbelievably important. Again, remember the incentives. With a poorly structured earnout, a company like PepsiCo could be incentivized to buy a brand like Poppi and purposely underinvest in the brand in order to eliminate a key competitor to its other products. So PepsiCo could earn more by driving more revenue to products other than Poppi, while simultaneously reducing the earnout payable to Poppi because Poppi's direct performance declines. PepsiCo wins -> Poppi loses. Sellers have to be very careful about how the accounting for the earnout is defined and whether it causes misaligned incentives. 4. The reasons above are why earnouts are among the most litigated terms in M&A. Sellers often sue buyers claiming the buyer sandbagged performance. And Buyers defend by saying “The contract gave us full discretion." Courts will generally enforce whatever terms the parties agreed to in writing, so an argument that Buyer acted in “bad faith" rarely saves a seller who didn't negotiate adequate protections. 5. If you agree to an earnout, protect it at all costs! > Tie it to metrics like revenue, which are subject to less manipulation than metrics like Adjusted EBITDA. > Include strict operating covenants around things like required budget, sales support, and no diverting customers to other products or business lines. > Push for audit rights and a dispute mechanism. > Demand acceleration of the earnout if the buyer or product line is sold, merged, shut down, or deprioritized. > Keep the measurement period short! The longer the period, the more opportunity it gives a Buyer to game the system. To be transparent, I don’t have any background into what happened here. I have no idea if the earnout was poorly structured or if PepsiCo acted in a way to purposely reduce the earnout. That's not the point of this post. What I do know is that a $300M earnout that is written down to $12M is a tale as old as time and almost certainly to end up in litigation. And even if not the case in this particular instance, in most cases where this happens, there's often things that could have been done in the transaction documents to avoid it. My advice to every seller I represent who is considering agreeing to an earnout is simple: Value the deal based on cash at close and treat the earnout as a bonus. If you get it, great. But don’t count on it!

Physicians will sell their entire practice to get the purchasing power of a larger organization. Have we tried buying things together before selling everything?

I’ve connected Hermes (my AI harness that I communicate with via Slack) to my QBO account via API. Each month, Hermes asks me questions about expenses and prompts me to share my monthly credit card statements. Then it completes my P&L so I can review it. Bookkeeping solved.

Netflix Narnia director Greta Gerwig: “I'm a theist. I get uncomfortable around ‘Jesus Christ is my Lord and Savior’ stuff, I find that creepy”

I'm not an Elon hater. I'm just telling you the Honest Truth: This is a marketing stunt. The technology is quite old. Just nobody ever thought of bolting it on a car. Because it's pointless. Porsche or Ferrari could also build something like this if they wanted, but they don't, because it's not worth it for them. It's worth it for Elon though, because his entire brand is all about having the halo of futurism. His marketing scales especially well with tech gimmicks like this, which is why he is financially incentivised to do them, while others aren't. Again, I'm not hating, but actually educating yall. This is not engineering genius. It's marketing genius.

Millennials say you need $9.5 million to be successful, per Empower. Gen X says $5.6 million, and Gen Z says $5.4 million. Boomers say $1 million is enough.

The only industry that's better than 'defense' in terms of making redacted money is pharma Drugs and guns (weapons) cannot be topped I used to feel bad working for pharma - I was so naive

Why do non clinicians think they are healthcare experts ?