The leadership journal
I argue that a business-banking journey must account for the participants and interruptions required by the task, rather than define simplicity through one person’s uninterrupted demonstration.
Read the essayI examine why a service designed for a particular merchant need should retain a credible standard alternative, and why adoption alone can be the wrong definition of product success.
Read the essayI argue that retiring a business-banking feature requires a usable exit for the dependencies customers have built, with incomplete transitions kept visible rather than hidden behind a closure date.
Read the essay