A firm spent close to a year trying to move one person out, and kept deciding they couldn’t. The person was never the thing they needed to move. The five questions of constraint discrimination, run on one real account.

I spent years believing I hated spinach. The real constraint was texture, not taste. Most people misdiagnose what is in their way the same way, and almost everything in business is downstream of getting that one call right.

An offshoot of a strong parent brand had always had work flow in, so selling had never been a capability it needed. Growing past the parent’s ceiling meant building a revenue engine from nothing. The real constraint wasn’t talent or brand, it was time, and a team with no muscle for generating its own demand.

A founder-led B2B firm had crossed its first million but couldn’t sell without the founder in the room. The instinct was to hire reps and write playbooks. The real constraint was the judgment that had never left the founder’s head, and that’s what the work set out to extract.

A profitable B2B services firm was growing on referrals and repeat business, with no outbound motion and no real read on where the next deal would come from. Leadership thought it was a follow-up problem. It wasn’t. A targeted reset built focus and pipeline discipline without disrupting what already worked.