Hey John, you've built a strong track record helping leadership teams untangle their tech and operating models. When you're working with a client whose product, design, and engineering teams are pulling in different directions, what's usually the first thing you zero in on?

John, curious if you've seen patterns where fixing team alignment actually unlocks faster decisions than any process change could?

I've been thinking about misaligned teams lately. Often the real blocker isn't process, it's who gets the final call. Does that resonate with what you see?