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stunandawe, Prenzlauer Berg (2026)

08/06/2026

Every founder I talk to about bringing in outside help has the same five objections. In order:

- "The last consultant left me with a slide deck and nothing changed."
- "I don't have the bandwidth to manage an outside engagement right now."
- "You won't understand my business fast enough to be useful."
- "It will take months before there's any real impact."
- "The numbers don't support this right now."

Each one is completely reasonable. Each one is also asking the same question in a different costume: is this actually going to be worth it?

The bandwidth objection is worth pausing on, because it almost always misidentifies the source of the problem. If you're reviewing pricing exceptions because no one else has clear authority to approve them, bandwidth is not the issue. Your accountability structure happens to eat your calendar. An outside engagement doesn't pile on. Fixing the structure frees the calendar.

The last objection deserves a direct answer rather than the usual pivot to case studies. I wrote the direct version in this article.

05/06/2026

Up to 84% of content sharing in B2B happens through channels you cannot track.

Someone forwards your article to a colleague. A buyer shares your tool in a Slack group. A VP sends your PDF directly to their leadership team.

None of this shows up in your analytics, but all of it influences purchasing decisions.

Most marketers ignore dark social because it is hard to measure. This is a bit like ignoring the referrals you cannot trace, which are often the ones that matter most.

You cannot force dark social sharing, but you can make it easy. A one-click copy link. An "email this to a colleague" button. A single line at the end of your newsletter: "If this was useful, forward it."

Small prompts at the right moment turn private sharing from something that happens by accident into something that happens by design.

Twenty-seven tactics like this, all free, all currently overlooked by most of your competitors. Link in the comments.

04/06/2026

When growth stalls, the standard move is to hire someone. It feels decisive. You announced something. You took action.

The problem is that it treats an ex*****on failure like a staffing shortage, and those are genuinely different problems.

A company stuck at the same revenue for 18 months isn't usually short on people. It's short on clarity about who owns what and who has the authority to make decisions without the founder in the room. Hiring a new head of something puts a capable person into that system and leaves the system intact.

Congratulations, now you have the same problem and a payroll to match.

There's a reason companies reach for the hire, though: it's legible. A new name on the org chart is a thing you can point to in the board update.

Rebuilt decision rights and a sales process that doesn't require the CEO on every deal above €30K is harder to put on a slide.

So companies solve the problem they can explain instead of the problem they have.

Learn why the right outside help scales your company faster than any hire you'll make this year. Link in the comments.

31/05/2026

The instinct when your company starts to feel broken at 50 people is to assume you have the wrong people.

This is almost never true. And acting on it tends to make things considerably worse.

What's actually happening is that you've outgrown the operating system your company was running on. Strategy lived in one head. Culture spread by proximity. Accountability worked because everyone could see everyone.

These are system properties, not character traits, and they stop working at a certain scale regardless of how talented your team is.

The reason this gets misdiagnosed as a people problem is behavioral, not logical. When a system fails, we look for a human to blame. It's faster, it feels satisfying, and it produces the illusion of control.

Replacing the VP of Something feels like doing something. Designing a decision-making framework feels like doing nothing.

The companies that build through the 50-employee wall are the ones that resist that first impulse and construct the architecture that informal coordination was silently providing all along.

What informal system is your company still depending on that nobody has actually named?

I write about the first 3 things that usually crack. Link in comments.

28/05/2026

Most B2B growth advice is recycled. Run more ads. Post more content. Be more consistent. It is not that this advice is wrong, exactly. It is that everyone is following it at the same time, which is precisely why the returns keep shrinking.

The Contrarian Growth Playbook pulls together 27 tactics that most B2B teams are not doing yet. Not because they are complicated, but because they are indirect, they require a bit of patience, and they do not produce a graph that goes up the week after you start.

Things like building referral loops into your product experience. Writing content structured for AI models to cite. Targeting the search terms your competitors have decided aren't worth their time. Using your employees' networks as a distribution engine that costs nothing.

None of this replaces your existing marketing. It sits alongside it, quietly compounding, in the places your competitors aren't looking.

Free download. Link in the comments.

19/05/2026

A few weeks into using the coach, team members who had been struggling for months started saying "now it clicks."

This is, if you think about it, a slightly strange phrase. The information hadn't changed. The framework hadn't changed. What had changed was the moment at which the feedback arrived.

The team I built this for had a real problem with a specific shape. Most of them had no prior sales background. When a call went sideways, they couldn't diagnose why. When a deal stalled, they didn't know whether it was a champion problem, a decision-process problem, or simply a question of having never reached the person who actually controlled the budget. They were working hard without a map, and giving them a better map in a meeting turned out to be, as I discovered, almost entirely useless.

I spent weeks teaching them. I built a proper playbook. I watched it get opened once and buried in Drive. Then I stopped trying to teach them and built them a coach instead, a custom GPT fed with the entire methodology, trained to identify deal weaknesses, suggest next moves, and provide exact language for the conversations they kept fumbling.

The difference between the playbook and the coach wasn't in what they contained. It was in when they showed up. The playbook existed for a meeting. The coach existed for the moment before a difficult call, or the moment after a conversation went somewhere unexpected, or the fourth time a rep hit the same objection and still wasn't sure what to do about it.

Feedback that closes at the point of application is the only feedback that actually changes anything.

I wrote up the full build this week. Link in the comments.

14/05/2026

There is a genuinely strange gap between what most companies spend on paid advertising and what they spend on making it easy for their own employees to share content.

Research puts the difference at 561% more reach when employees share something, compared to the same message posted on an official brand channel, with eight times the engagement and zero additional ad spend.

Most marketing teams are aware of this. Very few act on it, partly because it requires trusting your team with the brand, and partly because "get employees to share things" doesn't make for a compelling slide in a strategy deck.

But it may be the highest-return distribution move available to most B2B companies right now, and the cost of trying it is essentially nothing.

This is one of 27 overlooked growth tactics in a free playbook I just put together. Link in the comments if you want the full guide.

11/05/2026

We tend to assume that what makes a coach valuable is the quality of their knowledge. This is, it turns out, a significant underestimate of what is actually going on.

The coach I built for a client's sales team contains nothing that wasn't already in the playbook the team ignored. The same methodology, the same framework, the same objection-handling approaches. What changed wasn't the information. What changed was when and how that information became available.

When a rep brings a deal to the coach, it identifies which of five areas is weakest: the clarity of the business problem, the strength of the internal champion, access to the real decision-maker, understanding of the decision process, or overall competitive position.

It surfaces what evidence is missing, suggests three concrete next moves, and provides exact language the rep can use in their next call, in a softer and a more direct version, with a brief explanation of why each approach works. The rep isn't absorbing a principle. They're practicing a real conversation, about a real deal, at the moment they need to make a decision about it.

The coach also knows when to push back. If a deal has been described as "progressing" for three weeks with no measurable change in position, it asks whether continued time investment is actually warranted. Not to shame anyone. To develop judgment.

None of this requires technology that didn't exist five years ago. What it requires is a clear methodology, applied at the right moment.

Full breakdown in the blog. Link in the comments.

09/05/2026

When every B2B company is running the same growth strategy, running that same strategy becomes the worst possible move.

The returns on obvious tactics don't disappear overnight. They erode slowly, until one day you're spending more to get less, and everyone around you is suggesting you spend even more.

The 27 tactics in this playbook share one thing in common: your competitors probably aren't doing them yet. Not because they're secret, but because they look indirect, or they're hard to justify in a quarterly review, or they don't produce a graph that goes up the week you start them.

Dark social sharing. Zero-volume keywords. Employee advocacy. Barnacle SEO. These aren't flashy. They're also not crowded.

I put them together in a free guide because the most useful growth moves in B2B right now are the ones that feel counterintuitive right up until they work.

Free download, link in the comments.

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08/06/2026

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