What operators, founders, and executives say about working with Think Insights — across consulting engagements, webinars, workshops, and published articles.
The piece on commercial excellence metrics was useful because it focused on behaviour, not just dashboards. We have no shortage of KPIs. The article made a better case for which measures actually sharpen manager conversations and which ones mostly decorate monthly reporting packs.
Our strategy workshop landed well because it balanced challenge with structure. We were wrestling with too many priorities across markets, and Think Insights gave us a disciplined way to compare them without reducing everything to a spreadsheet exercise. The conversation became less political and more decision-oriented.
The community-building piece felt written by someone who understands that communities do not grow just because a brand creates a Slack group and hopes for energy. The section on member motivation was especially sharp, and it helped us rethink how we were defining success for our founder network.
A lot of advisory webinars blur together after a while, but this one was different because it treated strategic choices as operational commitments. That sounds obvious, but many firms stop at the framework level. The examples made it clear what has to change in budgeting, cadence, and leadership attention for a choice to be real.
The article on why transformation PMOs lose momentum hit uncomfortably close to home. It described several failure modes we had already started to see: too much reporting, not enough decision-making, and no real narrative for the teams expected to change their behaviour. I sent it to three colleagues within ten minutes of finishing it.
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.
We brought Think Insights in to pressure-test our category expansion thesis before board planning. What I valued most was the discipline: they cut through a lot of internal enthusiasm, showed us where the margin story was weak, and helped us narrow the plan to two segments we could actually win. Six months later, that focus has held up better than our original plan would have.