Bo Bergstrom 🌎

Game Plan Tech

Driving Innovation
I specialize in driving the successful implementation and integration of cutting-edge artificial intelligence solutions to fuel business growth and innovation. At Game Plan Tech I work at the intersection of strategy, technology, and collaboration, ensuring AI technologies deliver measurable impact for large institutions such as government. If this sounds like something your organization could use, then feel free to reach out.

Key Areas of Focus:
	•	AI Strategy & Deployment: Crafting and executing strategies for integrating artificial intelligence solutions that align with organizational goals, optimize processes, and deliver measurable ROI.
	•	Cross-Functional Leadership: Partnering with stakeholders across all levels to ensure seamless integration of AI technologies into existing systems while fostering innovation and collaboration.
	•	Business Growth through Innovation: Identifying opportunities to leverage AI that solve complex business challenges, drive new efficiency, create new revenue streams, enhance customer experiences, and drive meaningful impact.

Why I’m Passionate About This Role:
The potential of AI to transform industries is already massive and the technology is moving fast.  I thrive on turning that potential into actionable solutions. As an entrepreneur I gained firsthand experience with the challenges leaders face when integrating emerging technologies into their operations. Using that experience in combination with the team’s expertise in AI technologies, I aim to create meaningful change that drives innovation where it’s needed most - in large organizations.

Even more important than the technology is the team of people deploying and supporting it.  Game Plan Tech is a mission-driven consulting and services firm with expertise helping government teams access the technologies that drive innovation. We’re committed to creating impactful solutions that push the boundaries of what’s possible.  In short, it’s a great team.

AI Deployment Strategist

Grenadier Consulting

Artificial intelligence (AI) is revolutionizing industries, and Grenadier is at the forefront of this transformation. Our team of experienced AI consultants combines deep technical knowledge with a keen understanding of business strategy to deliver tailored solutions that drive innovation and growth.

Our Services:

AI Strategy and Roadmap: We help clients develop a comprehensive AI strategy aligned with their business goals. We identify key use cases, evaluate investments, and create a roadmap for implementation.

AI Product Development: We assist clients in conceiving, developing, and launching AI-powered products and services. From ideation to market launch, we provide end-to-end support for successful outcomes.

AI Integration and Implementation: We guide clients in seamlessly integrating AI technologies into their existing systems and processes, ensuring maximum value from their AI investments.

Principal

Protocol Labs

At Protocol Labs, I had the unique opportunity to serve as an Entrepreneur in Residence, where I led the creation of Mosaia, a platform transforming enterprise services through AI and Web3 technologies. My role was to identify challenges in the digital business landscape and develop innovative solutions, aligning with Protocol Labs’ mission to enhance human existence through technology.

Mosaia: Redefining Enterprise Services
Mosaia was created to streamline enterprise service procurement, historically a complex and time-consuming process. By leveraging Large Language Models (LLMs), Mosaia simplifies and automates the process, building decentralized micro-marketplaces that connect Web3 builders with verified service providers, all within a trusted environment.

Key Achievements:

	•	AI-Powered Marketplace: Developed Mosaia’s AI-driven platform, enhancing connections between service providers and Web3 innovators.
	•	Decentralized Trust: Created a marketplace emphasizing trust and efficiency.
	•	Mosaia AI Assistant: Introduced an AI tool for streamlined project management, from briefs to vendor selection.

Advancing Decentralized Marketplaces at Protocol Labs
In addition to Mosaia, I contributed to Protocol Labs’ Web3 marketplace initiative. This platform empowers users with control over their data and interactions, fostering a decentralized ecosystem where builders, innovators, and service providers thrive.

Key Contributions:

	•	User-Centric Ownership: Designed a platform ensuring user ownership and control.
	•	Bilateral Reputation System: Architected a review system promoting accountability for both service seekers and providers.
	•	Data Portability: Enabled users to control their data, ensuring flexibility within the platform.

At Protocol Labs, I focused on creating innovative solutions that intersect AI and Web3, paving the way for a future where enterprise service procurement is efficient, trustworthy, and decentralized.

Entrepreneur in Residence / Marketplace Startup Operator

Bo Insights

Helping companies launch and grow new software products by consulting on go to market strategy (GTM), product-market fit (PMF), post-sale software implementation, and user adoption.

Healthtech Startup | 2021 – 2022
I led research, ideation, user interviews, website design, contracting, and onboarding for the creation of a Decentralized Autonomous Organization (DAO). Due to the non-technical nature of the user base I abstracted away the complexity to convey the importance of incentive alignment in an effort to disrupt and democratize behavioral healthcare services. This successfully drove community engagement and resulted in over 200 member applications in the first 30 days of soft-launch with no budget.

Freelance Consultant

Internal Revenue Service

I managed a portfolio of commercial off-the-shelf (COTS) products that were integral to a large-scale digital transformation program to enhance the taxpayer experience. My responsibilities included overseeing new implementations, ensuring that each deployment was on time, within scope, and fully aligned with the business objectives outlined in the project charter.

As a trusted advisor to the Wage and Investment division, which consists of over 37,000 employees, I was deeply involved in executive stakeholder management, developing detailed project plans, scheduling and coordinating multiple workstreams, tracking milestones, and providing status reports to senior leadership. My role required leading complex, multi-disciplinary projects that involved assessing organizational readiness, creating efficient workflows, and drafting solution design documents that clearly defined the project scope and goals.

One of the most significant projects under my leadership was the congressionally mandated launch of the Central Authorization File (CAF) cloud transformation. This project was a high-stakes initiative that went live in under three months, ultimately resulting in 500,000 submissions within the first year. Building on this success, I then led the expansion of the CAF system from 3 to 10 campuses nationwide, greatly enhancing its reach and operational effectiveness.

Another critical assignment involved taking over the Error Resolution System (ERS) installation, which had fallen three months behind schedule. Through proactive stakeholder engagement, identifying key decision-makers, and removing project blockers, I was able to establish a new schedule that brought the project back on track.

These experiences provided a deep understanding of senior stakeholder management, large-scale software implementations, chatbot design, cloud computing, and the broader challenges associated with digital transformation at a massive scale within a highly regulated environment.

Product Implementation Manager

Humanly

Mental health and wellness startup offering real estate as a service.

I spearheaded a dramatic turnaround for the company, moving it from the brink of insolvency and missed payroll to the verge of profitability within just 18 months. This transformation was achieved through a combination of strategic leadership, rigorous operational improvements, and a relentless focus on growth and efficiency.

One of my key initiatives was overseeing all aspects of employee and contractor hiring, personally scaling the organization’s headcount from a lean team of 2 to a robust and dynamic workforce of 19. This expansion was critical to supporting our growing customer base and ensuring the quality and consistency of our services across all locations.

During this period, we placed a strong emphasis on optimizing our existing locations, standardizing procedures, and refining our opening processes, which resulted in a 10x increase in top-line revenue. Our focus on improving the customer experience was paramount; we developed an automated marketing funnel that not only enhanced customer satisfaction but also created a powerful, scalable word-of-mouth sales engine. This strategy led to a remarkable 400% growth in sold but unopened locations, setting the stage for continued expansion.

All of this progress occurred in the midst of the Covid-19 pandemic, which presented significant challenges to our business model. Despite these hurdles, we successfully renegotiated vendor contracts to reduce costs, raised a crucial bridge round to maintain liquidity, and continued closing new sales, even in a climate of economic uncertainty. Fundraising during this period required proactive and transparent communication with investors, as well as the ability to make difficult, yet necessary, decisions to steer the company through turbulent times. Our ability to adapt, innovate, and persevere during these challenges laid the foundation for sustained success and positioned the company for future growth.

Chief Executive Officer (CEO)

SonderMind

SonderMind: Transforming Mental Healthcare Through a Digital Marketplace

In the competitive healthtech arena, SonderMind emerged as a trailblazer, reshaping mental healthcare from the heart of the Greater Denver Area. Our goal? Address the systemic inefficiencies that plague mental health services.

Revolutionizing Mental Healthcare Delivery
SonderMind's vision was clear: leverage the marketplace startup model to connect therapists and patients seamlessly. By building a two-sided marketplace, we aimed to break down traditional barriers, making mental healthcare access as streamlined as e-commerce.

The Growth Trajectory
From its inception, I was entrusted with guiding SonderMind from a nascent idea to a robust platform boasting a 5 MM run rate. Our growth strategy was multifaceted: meticulous product development, an agile operational roadmap, and fostering collaboration across diverse internal teams.

Operational Mastery in Healthtech
As SonderMind's footprint expanded, my focus shifted towards operational nuances. This involved spearheading key processes, cultivating teams, and mentoring leads. From product innovation to customer support and billing (Revenue Cycle Management or RCM), we grew exponentially. Our dedicated teams, totaling over 25 professionals, served a community of 500+ therapists and catered to the diverse needs of 20,000 clients.

Guided by Data and Goals
In the fast-paced world of marketplace startups, metrics are pivotal. Through rigorous OKRs (Objectives and Key Results), we ensured each team was goal-oriented and adaptive, enabling SonderMind to stay at the forefront of mental healthcare innovation.

SonderMind's Legacy
Marrying healthtech innovation with the crucial domain of mental healthcare, SonderMind stands as a testament to what's achievable when technology meets compassion.

Head of Product and Operations to Chief Experience Officer (CXO)

Uvize

A SaaS Startup's Evolution: From Innovation to Enterprise Success

SaaS startups often lie at the intersection of innovation and enterprise demand. Backed by renowned investors like Techstars and the Foundry Group Angel Syndicate, our company embarked on a journey to carve out a unique space in this competitive sector.

Guiding a Diverse Team
At our core was a team of engineers, designers, SDRs, and account executives. As the lead for sales operations, product, and support, I wore multiple hats, ensuring that our software solution resonated with clients while also overseeing the team's daily operations.

Meeting Real-World Scalability
Our engagement with over 30 universities, notably a 10K student SUNY campus, showcased our platform's adaptability. These implementations were more than just software rollouts; they required understanding each institution's specific needs and ensuring our solutions aligned.

Refining Sales and Market Strategy
Enterprise sales in the SaaS realm go beyond pitching software features. Our Go-to-Market strategies were tailored to address institutional needs, ensuring our pitches and demos resonated. Furthermore, pinpointing the right product-market-fit was crucial. My role often involved delving into various business areas, leading to strategic shifts in our target market and pricing, which subsequently fueled our year-over-year revenue growth.

Valuable Experience
Our startup's growth journey underscores the importance of agility in the SaaS sector. For SaaS companies looking to succeed, it's vital to balance software innovation with strategic market positioning while also realizing that early-stage SaaS sales is one of the truest implementations of Boyd’s OODA loop.  The goal is to iterate as fast as possible to find product-market-fit in a vertical you can scale into.  That is no small task, especially while fighting against very limited runway.

VP of Product and Operations

Northwood Investment Partners LLC

Regional sales representative for a registered investment advisor managing accounts with a value oriented strategy.  We use our financial and operational expertise to identify undervalued companies and special situations to invest in utilizing equities, options and above average cash balances in a concentrated portfolio that offers an asymmetric risk/reward profile.

I developed marketing strategy, sales operations and branding/messaging.

Regional Associate

Occipital

Pioneering the Future of Computer Vision: A Business Development Odyssey

In the rapidly evolving landscape of technology startups, it's the blend of cutting-edge innovation and astute business acumen that sets industry leaders apart. Our venture, backed by the formidable Foundry Group during its Series A funding round, is an embodiment of this synergy. Positioned at the vanguard of computer vision, our company sought to bridge the realms of mobile software and hardware, crafting products that would redefine user interactions in the digital age.

The 0 to 1 Leap
Rooted in extensive market research, our vision materialized into a tangible physical product, evidenced by our successful Kickstarter campaign that garnered $1.3 MM in a month. This wasn't just about a product but a testament to a well-executed business development strategy that resonated with our target audience.  Credit to Adam for his media connections and Jeff for extremely high production standards.

Operational Excellence & Team Growth
Transitioning from Series A to Series B brought operational challenges and opportunities. As our revenue surged 10x and the team expanded 4x, a meticulous hiring process was crucial. Every interview was an exercise in ensuring a match with our startup culture, emphasizing adaptability and passion for computer vision.

Streamlining Hardware Operations
Our journey also involved mastering the supply chain and distribution logistics for our B2C hardware offering. This operational challenge meant optimizing everything from production lines to support systems, ensuring our product reached users seamlessly.

Forging Sales Pathways
Despite being a newcomer without strong brand recognition, our strategic approach to channel partner sales paid off, yielding contracts exceeding $5 MM. This was my primary focus and showed the undeniable innovation and value our product brought to the table.

Director Of Business Operations

I help companies identify, launch, and scale new products.  While the technology itself plays a big role in any new product, I focus on the human factors as much as the technology.

In my previous and current roles, I've taken products and even whole companies from nothing to 2 to 5 million in ARR four separate times now.  In some ways I guess you could say my specialty is 0 to 1, go to market (GTM), greenfield opportunities, or new ventures.  Whether it's an early-stage company that needs that kind of growth, a later stage company looking to launch new products, or an incubator/studio, then I am interested in having a conversation.  

I love quotes - in case you haven't noticed - and equate them to concentrated shots of wisdom.  I also write about life lessons, startups, and whatever it is I'm learning about.  I enjoy learning, especially the early part where the learning curve is steep. So I often write a series of 3, 5, or 10 posts about the same topic.  Then, I move on to the next one so if you subscribe, you better love to learn about new topics!

If you remember one thing, know that I believe no matter what obstacle we may face we can overcome it.  That if we work together, then we can make the world a better place.  It may sound trite, but it's a necessary belief when the media around you is yelling that the world is continually ending!

The Power BI Whisperer | Power BI, Fabric Principal Consultant @Simple BI Inc

Let’s get to the point: you’ve got data problems, and I’m here to solve them. 
 
Imagine running an operation where every decision is backed by clear, actionable insights.  

No more guesswork.  
No more surprises.  

Just a seamless flow of information that drives your company forward. 

I'm David Giraldo, Principal Consultant of Data Analytics at Simple BI.  

In every corner of the manufacturing world, I’ve seen: 
 
• Unreliable demand forecasts 
• Constant stockouts that leave customers frustrated 
• Capacity constraints bottlenecking your production, eating into your profits  

Over the past few years, I've helped companies like Microsoft*, Westlake Chemical*, Waste Management*, MSA The Safety Co*, Sub-Zero Group*, Tricorbraun*, and Kroger Pharmacy* not just navigate these issues but turn them into strengths. 
 
Here’s how I solved them: 
 
1. We start with your data.  
 
Whether it’s buried in SAP, outdated systems or siloed in 1,000 Excel files across your organization, we dig in and bring it all together.   

From there, we design advanced analytics solutions using Azure Data Platform, Microsoft Fabric to give you a 360-degree view of your operations. 
  
2. We build clarity.  

We create reports in Power BI that deliver the exact insights you need to: 
 
• Optimize your supply chain 
• Predict demand more accurately 
• Manage your inventory in real time 
 
3. We drive action.  

We work with your team to automate processes and simplify operations so you can focus on what matters:  

Growing your business without the operational headaches. 
 
My goal is simple:  

I help manufacturing leaders turn data into decisions that don't just keep businesses running, but position them to thrive in an increasingly competitive market. 
 
Ready to see how your data can work as hard as you do? 

Let's chat. Send me a message here on LinkedIn or visit www.simplebi.net. 
  
*Through third-party

David Giraldo

Stop polishing Power BI charts.  

Own the plant’s decisions: 

Most teams spend 80% of their time building and “refining.”  

Then they wonder why nothing on the floor changes. 

The blocker isn’t a missing feature. It’s where you spend your hours. 

My time split when I build manufacturing reporting that actually moves numbers: 

👉 60% with the people who decide and the routines they use 

👉 30% on definitions and data quality that won’t embarrass us 

👉 10% building only what the decision needs  

What that looks like on the floor:  

I sit in the 7:05 production huddle.  

We list the 3 decisions they make under pressure:  

↪ Which line runs which SKUs
↪ Whether to pull a maintenance job forward 
↪ Whether to stop or run on a quality blip 

Those become decision pages, not “dashboards.” 

The first screen survives the 15-second glance: 

👉 Top: today vs plan on the constraint 

👉 Middle: biggest loss right now 

👉 Bottom: where to look first and who owns it Two clicks to the events. No exports needed. 

Build rules I live by: 

• No page without a meeting that will use it weekly. 

• If “Other” leads your Pareto, fix codes before visuals. 

• Every visual needs a verb. Decide, escalate, schedule, or investigate. 

• Events within two clicks or it’s decoration. 

• If it won’t change a schedule, a work order, or a setpoint this week, it doesn’t ship. 

Want dashboards that drive decisions, not just decorate data?  

Drop your current time split: building vs context vs recommendation in a DM.

Saved over $500k for clients with 25+ reporting and data analytics solutions | Azure, Power Platform & Fabric Consultant

The only KPI that matters in manufacturing at 7 am:  

Time to decision.  

Standup is short and noisy.   

Thirty seconds per line, radios in the background, interruptions guaranteed.   

A typical “overview page” slows the room because it mixes status, history, and explanations.   

People stall, scroll, and argue. 

To fix it, we build “decision pages.” 

It’s one screen built for a single call a supervisor must make in under 60 seconds, using data they already trust. 

Example: the line loading page.  

Top shows today versus target (by hour and shift) green or yellow or red so there’s no debate.  

Middle lists the losses that moved money in the last 24 hours: downtime on the constraint, changeover time, scrap by SKU.  

Bottom shows next actions with owners and times.  

The supervisor can decide whether to hold, switch SKU, or add overtime without hovering or clicking.  

If they have to scroll, the huddle stalls and production waits. 

Ban hover-only details, clever navigation, and buried drill paths.  

Those belong in deep-dive reviews, not in standup where the constraint cools while people hunt. 

This is how Power BI starts driving behavior: faster calls, fewer “whose number is right” debates, and a team that moves before the bottleneck costs you another hour.

Most plant pages look great at a desk. Then the shift standup hits and they collapse under 15 seconds of reality. 

I build for the routine first.  

Here’s the huddle test every page must pass: 

👉 Answer the only three things a supervisor needs in 15 seconds: today vs plan on the constraint, biggest loss right now, next action with an owner. 

👉 Two clicks from “why is red red?” to the event. No exports. No scavenger hunt. 

👉 Refresh to the decision cadence. If the call is daily, daily is fine. Streaming is for the few decisions that truly need it. 

👉 No meeting, no page. If a page isn’t used in a named ritual — 7:05 production, shift handoff, maintenance planning, weekly review — it’s wallpaper.  

Guardrails that keep it honest:  

• Every visual gets a verb: decide, escalate, schedule, investigate.  

• If “Other” leads your downtime Pareto, fix codes before visuals.  

• Finance signs the math so ops stops fighting the number and starts fixing the loss. 

Dashboards don’t change plants. Routines do. Build for the moment the decision is made, or don’t ship it.

Saved over $500k for clients with 25+ reporting and data analytics solutions | Principal Fabric Analytics Consultant

Most dashboards optimize refresh time. The good ones optimize decision time: 

Picture a steering meeting.   

Seven people stare at a dashboard while someone hunts the number. That’s 45 seconds of drift before the conversation even starts.  

You can measure that drift.   

Use a Decision-Ability Index:   

DAI = Time-to-Answer (seconds) + Ambiguity Count.   

Lower is better. 

Run a 10-minute test with one real user. Ask only: 

• Are we on or off target right now? 
• What changed since last period? 
• Where would you act first? 

Count ambiguity events precisely: unit mismatch, filter uncertainty, undefined term, hover-only info, conflicting totals, unclear timeframe. 

Use this scorecard in your next meeting ⬇️

I have 13 years of experience in data. This is the lesson I’m coming back to almost every day: 
 
Operate BI like a product you run, not a deliverable you ship. 

The tool stack changes. The teams change.  

 What holds is an operating model that makes trust repeatable. 

 What that looks like in practice: 

 👉 One owner per dashboard, model, and KPI. Visible in the header. No owner, no prod. 

👉 A KPI contract next to the number: definition, inclusions, exclusions, effective date, change log. 

👉 SLOs you can measure: refresh by 7:30 AM local, time-to-detect < 5 minutes, time-to-recover < 60 minutes. 

👉 Release notes and a 24-hour rollback plan for any metric change. No silent edits. 

👉 A “What changed since last period” strip up top. Plain language, not tooltip archaeology. 

👉 Deprecation windows. Anything “temporary” gets an expiry date in 90 days. 

👉 Cost guardrails: every Fabric workload tagged to an owner, off-hours off by default. 

👉 Git-backed promotion: PR checks for schema diffs, performance gates, and RLS tests before prod. 

I use your platform to enforce it: 

• Fabric Monitoring hub for incident detection and SLO tracking. 

• OneLake shortcuts with a published schema contract, never unmanaged mirrors. 

• A single thin semantic model per domain. No shadow models. No report-level business logic. 

• Warehouse or Lakehouse as the query home, not both. Compatibility views only during migration. 

This is all about discipline.  

The result is fewer surprises, faster fixes, and numbers people trust without a meeting to interpret them. 

If you do one thing this week: add an Owner, Last Changed, and Next Review badge to your top report. Then publish the KPI contract.  

Everything else gets easier after that.

Power BI is not a CRM. 

A common pattern I see:  

A sales dashboard adds a “Change stage” dropdown and a notes box. That single tweak creates double entry, four permission paths, and a week of reconciliation after the first conflict. 

Dashboards are for answers. Systems of record are for actions. 

Execs won’t type in a report. They scan and delegate. Design for clicks out, not data entry in. 

Draw a hard line: 

👉 Read-only in BI: KPIs, trends, flags. 

👉 Two-click handoff: buttons that open the right CRM or ERP form, with context prefilled. 

👉 Closed loop: the operational system writes back event metadata (who, what, when, status). Your dashboard shows progress, not edits.  

Only exception: approvals live in the system of record with a visible audit trail. Never inside the report. 

Use this kill switch before any writeback: 

• Who owns the field and table? 
• Where is the audit log, and who reviews it? 
• How do we roll back and notify users? 

If any answer is fuzzy, the answer is no. Build the handoff. 

PS. Where are your write-backs sneaking in?

Your Warehouse and Lakehouse disagree.  

And users notice: 

Two homes per domain means two refresh schedules, two security models, two lineage graphs, two caches to warm, and four places to debug when numbers drift. 

Pick a query home per domain. Call it query gravity. Everything else connects to it. 

Here’s how to decide in 60 seconds:

There’s a moment in every data budget review when the room goes quiet: 

“Who owns this cost?” 

Eyes drop to laptops. Someone mentions “shared capacity.” Another blames “automation.” Nobody raises a hand.  

That silence is the real bill.  

Not the dollars – the hit to trust.  

If you can’t say who owns it, you can’t say why it exists.  

And if you can’t say why, you can’t ask for more. 

Leaderless spend feels like drift. Pipelines keep running because nobody wants to be the person who pauses them. Warehouses hum overnight because it’s safer to waste money than risk being blamed for a failure.  

The fear is rational. The outcome is not. 

So I make three commitments visible and non‑negotiable: 

👉 One name on every workload. If it has no owner, it stops. Not forever — until someone is willing to own it. 

👉 After hours, lights go off. If you need them on, say why and for how long. Put your name on that too. 

👉 If spend doubles in a day, a human gets pinged and something stops immediately. Justify it, or it stays off. 

People worry this will slow them down. It does the opposite. When ownership is clear, decisions are fast. When off hours are expected, exceptions mean something.  

When spikes trigger action, you don’t spend your week explaining a bill you didn’t cause. 

Cost isn’t a finance problem. It’s an accountability problem that shows up as dollars. 

If your spend doubled tonight, who gets the alert – and what stops first? 

Post 5 

“Looks fine to me” isn’t an operating model. 

You know the drill:  

The app is green, the meeting starts, someone asks why yesterday’s sales didn’t land. 

Health checks and vibes don’t answer that question. SLOs do. 

Run Fabric with three SLO you can measure: 

👉 Pipeline success rate 

👉 Median time‑to‑publish 

👉 Time‑to‑detect 

Here’s how to do it right:

SLOs for Fabric (Full Guide)

If you release dashboards on Fridays, you’re training the business not to trust you: 

Friday pushes create weekend fire drills and Monday rollbacks. The numbers change, nobody’s on, and trust takes the hit. 

Trust isn’t a facelift. It’s a release habit. 

Here’s the policy I set on client projects: 

1️⃣ Freeze windows:  

No releases during financial close, payroll, board weeks, or big campaigns. Publish the freeze calendar in the BI app. 

2️⃣ Fixed cadence:  

Two release windows a week, e.g., Tue 10:00 and Thu 14:00. Emergency fixes only outside that. 

3️⃣ Preflight checks:  

Last refresh succeeded, role-level security tested with real users, top 5 KPIs within tolerance vs last release, page load times measured. 

4️⃣ One-line changelog on-page:  

“Jan 3 — Updated Fiscal YTD to exclude credits; renamed ‘Net Sales’ to ‘Net Revenue’.” 

5️⃣ Canary first:  

Release to a pilot audience for 24 hours. If no alerts or support spikes, promote to everyone. 

6️⃣ Rollback in 90 seconds:  

Keep the last version ready. Know exactly how you’ll revert and notify. 

7️⃣ Post-release watch: 

Monitor refresh duration, errors, and support queue for 48 hours. If noise jumps, investigate before shipping again. 

This does three things: 

• Reduces surprise. Nothing “just changes” before a Monday meeting. 

• Lowers risk. You ship smaller, testable increments. 

• Builds credibility. Stakeholders see discipline, not drama. 

If you want adoption, stop chasing the Friday dopamine hit.  

Ship on a cadence the business can rely on.

taplio

The Battle

Bo Bergstrom 🌎

David Giraldo

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The Battle

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