Many (actually most) companies lack a strong strategic narrative. In my first years post-Tableau, while transitioning into advising, board work, and speaking, I met with literally hundreds of executives. Over these coffees, meals, and happy hours, I sat down with over 100 CEOs, more than 30 venture capitalists and private equity investors, and dozens of founders and go-to-market leaders to discuss best practices for growing and scaling a high-performing team. The vast majority of these leaders were leading companies with disruptive and compelling products, with vast market opportunities. Yet, they all wanted to scale bigger, faster. And most felt they could be better at communicating their story to the world. Digging in, it was clear that many of these companies had internal alignment issues. Sales, Marketing, and Product teams were often on different pages. They had different ideas about what they should be building, who they should be selling to, and what exactly their future should
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