The Problem
Most failures do not start with a technical problem.
They start with a risk someone saw but did not raise. A commitment someone made but did not mean. A role that three people thought they owned and nobody actually did. Unclear accountability, overlapping responsibilities, gaps where critical decisions fall between functions.
The result is always the same: changes that should have happened early happen late, when the cost is ten times higher and the options are ten times fewer. The damage is not just schedule. It is market position, integration value, investor confidence, and team credibility.
I work upstream of that failure.
