Most companies keep improving what they already sell and how they sell it. I look for the move that changes the basis of competition.
Not better execution. A different strategic position — one that can change growth, buyer perception, and valuation.
Two structural choices determine whether that opportunity exists.
If you're buying, selling, or building a B2B SaaS company, these two structural questions shape what the asset is worth — and what it can become.
Every B2B software category is built on two structural choices.
Get both right and the company may be understood and valued very differently. Get them wrong and you build a beautiful moat around a ceiling.
In an agentic AI world, Move 2 is no longer a future consideration — it is a structural question investors and operators can no longer avoid. The companies that get it right will not look like the category leaders they replaced.
A subscriber count cannot tell you what your base is made of, or which subscribers to go buy more of. A price increase can.
Move 1 inside a single company. The New York Times ran the most informative test of its subscription year — and nothing it published tells you what the test found. The same test is running inside most subscription businesses, unread.
Read the essay →Why boards are approving subscription strategies built on numbers that can't disagree with them.
Move 1, applied to subscription economics: every metric in the standard stack answers the question the industry inherited from its growth era — how many, and how much. The question companies are now valued on is which.
Read the essay →30 years operating inside B2B technology companies — from founding and funding a SaaS platform to running commercial strategy at a $40M agency to executing a category repositioning at a market-leading subscription-revenue platform that moved ~$200K transactions into €1.2M partnerships. The two-move framework is the distillation of that experience applied to a specific problem: what determines whether a B2B SaaS asset is understood as infrastructure, believable optionality, or something more valuable.
There are a lot of good B2B SaaS companies. Getting to great requires a willingness to make the moves that separate you from the category you inherited — not just execute better inside it.
I bring a structural lens on category ceilings, believable upside, and agentic defensibility — one that can sharpen how B2B SaaS assets are built, framed, and assessed, whether you are buying, selling, or building one.