What operators, founders, and executives say about working with Think Insights — across consulting engagements, webinars, workshops, and published articles.
The AI prioritisation workshop was one of the better cross-functional sessions we have run. Product, sales, and ops came in with completely different assumptions, and the facilitation helped us evaluate use cases by business value and implementation friction instead of by who had the loudest opinion in the room.
I appreciated that the leadership article did not romanticise change communication. It acknowledged that teams can tell when leaders are still hedging, and it offered a more honest way to speak about uncertainty without sounding vague. That was useful for me personally ahead of an internal town hall.
The pricing workshop was refreshingly practical. Instead of generic talk about value, we left with a cleaner discount logic for enterprise deals and a shortlist of accounts where we were underpricing complexity. Our sales directors still refer back to the whiteboard photos from that session.
I originally read the article on strategic optionality because a colleague forwarded it before our annual planning cycle. It was one of the few pieces that treated uncertainty as something you manage with choices and sequencing, not just with more analysis. I ended up sharing it with our country managers, which I do very rarely.
The webinar on AI use cases for commercial teams was stronger than most because it stayed grounded in workflow friction and adoption reality. There was no inflated promise that AI would magically fix forecasting. The examples around lead qualification and proposal prep were close enough to our world that my team could picture implementation immediately.
Our leadership offsite needed sharper conversation, not more slides, and Think Insights delivered exactly that. The facilitation pushed our executive team to be more explicit about trade-offs, especially where growth ambitions were drifting away from operating capacity. It was one of the more useful offsites we have had in the last two years.
We asked Think Insights to review a transformation program that had become too technology-heavy and not business-led enough. Their diagnosis was uncomfortable in the right way: too many workstreams, weak adoption ownership, and not enough clarity on what would change for frontline teams. That reset saved us from scaling a lot of expensive confusion.
What stood out was the seniority of the thinking. We did not get recycled slideware or a generic market model dressed up for our sector. The engagement on our operating model gave us a more realistic sequencing of decisions, and the recommendations were concrete enough that my team could start acting on them before the final readout.
I joined expecting a polished webinar and got something more useful: a room where operators were actually wrestling with the same questions we were. The moderation kept the discussion moving, and the examples from other teams made it easier to benchmark our own blind spots without it feeling performative.
The article on market-entry hypotheses was concise, but it carried more weight than a lot of longer strategy pieces. It helped our team separate what we knew from what we were merely assuming, which sounds basic until you see how often those get mixed together in expansion plans.
Think Insights helped us reframe a stalled conversation about account prioritization. We had plenty of pipeline data, but not a shared view of which customers deserved disproportionate effort. Their work forced alignment between sales, marketing, and product instead of letting each function optimise for its own dashboard.
The session on turning market signals into priorities was the first webinar in a while that I did not treat as background noise. The structure was clear, the examples were current, and the discussion around weak signals versus actionable evidence was especially relevant for teams like ours that track too much and decide too slowly.