Knowing what is genuinely on the roadmap and what is still a hope, before either one becomes a commitment inside a deal.
From the engine room to go-to-market leadership.
I wrote the code before I carried the number. I consulted on tech before I knew Solution Engineering existed. That is why I see where a deal is heading early, usually before I could explain how.
The Market
Enterprise B2B, where the transaction is the hard part.
ManufacturingIndustrial goodsWholesaleDistribution
Companies whose commercial relationships were built on reps, catalogues and phone orders, now moving the whole transaction into software: quoting, ordering, reordering, and increasingly the procurement process sitting on the other side of it.
It is harder than consumer commerce and far less discussed. The buyer is a company rather than a person. Pricing is contractual rather than listed. And the transaction crosses an ecosystem rather than a counter, from manufacturer to distributor to reseller to end customer, each with their own margin, their own systems and their own reason to say no.
B2C is largely commodity now. B2B is where the demand is shifting, and procurement is the next elevation of it.
That is a position, not a neutral read of the market. It is also where I have spent the last decade: B2B at OMMAX, then eight years of it at Spryker, long enough to watch procurement move from a footnote in a requirements list to the reason a project gets funded at all.
AI runs through all of this now, and mostly for the better. It is also where the distance between what a platform can demonstrate and what a business can commit to is widest.
Enterprise AI is not consumer AI with a bigger contract attached. It is a different order of maturity, and the market has not caught up with it yet.
In regulated industries, in public institutions, and in any company that takes ownership of its data seriously, the question is rarely what the model can do. It is who stays at the wheel, where the data sits, and whether a decision can still be explained a year later.
Underneath all of it, the ecosystem dimension is the one most go-to-market plans still underestimate. It is also the half of my remit that the words Partner GTM actually refer to.
What I Bring
I read all four tables at once.
Product Sales Partners Delivery
Enterprise software runs on four views of the same deal. Product sees the roadmap, sales sees the quarter, partners see their own pipeline and delivery sees the risk. Every one of them is right. My job is to hold all four at once and make them add up to a single plan everyone can commit to.
None of that is methodology. It is being able to sit at any of those tables and be understood, which comes from having done the work at three of them.
Giving a sales team a technical claim that will survive the customer's architects, and flagging the ones that will not.
Setting a qualification bar with a partner that both organizations still respect when a large, badly fitting opportunity shows up.
Asking the delivery lead what they are genuinely confident about, before the commercial conversation hardens around something else.
Most go-to-market leaders arrive from sales and learn the product as a story. Most people who can read an architecture never carry a number. I spent nineteen years building and delivering, and eight carrying the number. I write less code than I used to. I still know what it costs to keep a promise, and I price that into every commitment.
Connect
Two reasons people usually get in touch.
Both are welcome. The second one is how most good things have started.
You are building a go-to-market organization
Scaling solution engineering into a real discipline, turning a signed partnership into a working motion, or making a complex technical sale something your commercial team can carry confidently. I have built all three from the ground up. Happy to get into it.
Email meWe have crossed paths somewhere
Spryker, a partner project, a deal on one side of the table or the other. If you want a second opinion on something you are working through, or just want to catch up properly, LinkedIn is the fastest way to find me.
Find me on LinkedIn
Off the Clock
The running is where I think.
The work is global and most of it happens in other people's time zones. Mornings, before any of that starts, are usually a run along the coast or a ride into the Tramuntana. Not for content. It is simply the best way to think before the calendar takes over.
I run three to four times a week and have learned more about discipline from a 10K training plan than from any leadership book. There was no single good source for running on this island, so I built one. mallorcaruns is my most recent launch.