Point of view.
No hedging.

Sales closed a deal on a feature that does not exist yet. This happens at almost every B2B software company. Sometimes it is reckless. Sometimes it is exactly right — a smart…

The roadmap is not the problem. I know it feels like the roadmap is the problem. It is always changing. It is never right. Engineering resents…

There's a term I use for what happens when leadership says they want to change how the company works — but never changes how they work. Feral teams. When an execution transformation fails, we blame the teams. We rarely blame the executives who built the system the teams are trapped inside.

"We need better communication between product and engineering." I've heard this at almost every company I've worked with. It is almost never the real problem. Communication is a symptom. Structure is the cure.

Your VP of Sales isn't the problem. Sales was telling the truth the whole time. When reps discount to close, they're compensating for delivery risk. You don't fix that in Salesforce. You fix it in how the company decides, builds, and ships.

Your engineering team shipped 47 story points last sprint. What did that move in the business? Speed is not the goal. Correct direction, tied to revenue, delivered reliably — that's the goal. Speed is just what happens once you have that.