01
Make the value clear
What business problem does the buyer recognize—and why is your product relevant to it?
A possible output
A sharper value narrative, assumptions to challenge, and claims that need better evidence.
For HR technology companies
Connect your product to the buyer’s real work.
I’ve been on the buyer’s side of the table. I help HR technology teams question their assumptions, sharpen their value, and consider what customers need to put the product to work.
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A useful starting point
Bring a question
your team needs
to resolve.
A message buyers aren’t understanding. An assumption behind a market decision. A gap between a successful demo and everyday customer use.
For product, marketing, commercial, and customer leadership teams.
Buyer perspective, applied
From the product story
to the customer’s reality.
We start with the question that matters most. The outputs below illustrate possible scopes; we agree what is useful before work begins.
02
Understand the decision
Who needs to say yes, what will they question, and what must they see before committing?
A possible output
A map of buyer questions, decision owners, and evidence needed to support the conversation.
03
Plan for real use
What changes in the customer’s work once the product arrives?
A possible output
A review of workflow fit, manager support, customer enablement, and evidence of changed work.
Experience behind the advice
The strategy has to survive everyday use.
At NetApp, I led global talent and helped connect performance conversations, coaching, learning, and career opportunities through Thrive. At Nutanix, I built an AI strategy and governance framework for HR.
That operating experience informs my advice. It does not replace research with your customers or evidence about your product.
Explore Larry’s experienceThe NetApp implementation story
How a talent strategy gave technology choices an operating context.
Read the implementation story (opens in a new tab)Fuel50 · 2021 · Historical implementation evidence.
Leadership and culture change
A conversation about connecting talent strategy, employee involvement, and technology.
Read the interview and transcript (opens in a new tab)Betterworks · 2024
A clear advisory relationship
Agree the question.
Keep the judgment honest.
We agree the business question, the information available, the people involved, and the work to produce. Customer interviews, document review, or ongoing advisory are included only when specifically scoped.
Advising your company is not a product endorsement or a promise of buyer introductions or sales. We should identify any relevant commercial relationships or conflicts before working together.
Buying or implementing technology in your own organization? Explore the AI Decision ReviewStart with a market or product question
Where would an experienced
buyer’s perspective help?
1. Share the question
Tell me about the product, the customer you serve, and the decision or uncertainty in front of your team.
2. Discuss fit
We’ll consider whether my experience can help and what information would be needed.
3. Define the work
We agree the scope, output, information handling, fee, timing, and terms before paid work begins.
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A short, non-confidential outline is enough. An inquiry does not create a paid engagement. Read the privacy note.