Operational Turnarounds In B2B SaaS Companies.
Memos for Investors, Boards, and Private Equity.
Operational Turnarounds In B2B SaaS Companies.
This site is a private archive of operating memos written for boards, investors, and senior executives navigating complexity in B2B software companies. The essays focus on decision-making under capital and time pressure, governance breakdowns, execution risk, and the mechanics of turnaround and performance transformation. There are no services offered and no commentary for general audiences, only forwardable analysis meant to be read in boardrooms, investment committees, and leadership teams where real decisions are made.
Latest
When Governance Becomes an Obstacle to Execution
Reading Time: 4 minutesHow board dynamics, incentive misalignment, and capital pressure quietly paralyze Post-PMF B2B SaaS companies in regulated industries In theory, governance exists to improve execution.
Why Operating Resets Fail Before Execution Even Begins
Reading Time: 4 minutesThe hidden structural, psychological, and governance traps that derail post-PMF B2B SaaS transformations in regulated industries. There is a dangerous myth in B2B SaaS: that
Why Latin American SaaS Founders Hit a $10M ARR Ceiling.
Reading Time: 7 minutesThe $10M ARR Wall That Breaks Latin American Tech Founders I’ve watched 12 Latin American SaaS companies hit $10M ARR and stall. The pattern
Why Execution Breaks Right After Product Market Fit
Reading Time: 3 minutesContext Product–market fit (PMF) is usually treated as a finish line. Revenue growth accelerates, customer references multiply, and the narrative shifts from survival to scale.
Cut 40% of Features and Tripled Revenue. Why Your SaaS Roadmap is Killing Growth
Reading Time: 4 minutesContext The $5M Revenue Problem Hidden in Your Backlog. We had 47 features in our product backlog when I joined as CTO/COO. Eighteen months
Decision Latency Is the Hidden Killer in PE‑Backed Software Companies
Reading Time: 3 minutesContext In most post‑acquisition reviews, underperformance in PE‑backed software companies is explained using familiar categories: weak product‑market fit, sales execution issues, talent gaps, or legacy