ABOUT · DAVOUD GOODARZI
Nearly two decades of experience have taught me that business problems are rarely what they first appear to be.
Working across management, marketing, sales, business development, product and technology has shown me that many problems become clearer when we look beyond a single function or metric and see how the parts of the business connect.
EXPERIENCE
For me, experience is more than a track record. It is context for seeing a problem from more than one angle.
Nearly 20 yearsof professional experience
100+ projectsacross business, sales and marketing
3 productsbuilt from zero
Along the way, I have worked across a wide range of business, sales and marketing projects, including work involving organizations such as MAPNA, Snapp, Azki, Khanoumi and Modiran Khodro. Three products have also moved from idea and design into development, while other work has involved market-development models that reached thousands of customers.
THE SHIFT
But the most important outcome of that journey was not the number of projects, customers or names.
Those experiences changed the way I look at business problems.
HOW I SEE THE PROBLEM
Business problems often emerge at the boundaries between functions.
A problem that appears in sales does not necessarily originate in sales. What looks like a marketing problem may begin in the product, the market, the customer experience or the economics of the business. Before choosing a solution, I try to see the problem in the context of the whole system.
MARKET→PRODUCT→MARKETING→SALES→CUSTOMER→ECONOMICS→ORGANIZATION
The quick question“What should we do?”
The more useful question“Where is the problem, really?”
Diagnose→Prioritize→Execute→Measure
FROM PROBLEM TO RESPONSE
The problem should determine the response.
Sometimes the answer is a different decision. Sometimes it is a better process. And sometimes the problem calls for a new tool.
In one case, fragmented marketing and sales processes made the customer journey and sales performance difficult to manage consistently. In that context, the appropriate response became the design of an integrated system.
REGINA was the result of that need—not the starting point.
View this experience →QUESTIONS WORTH EXPLORING
Questions worth thinking about
Some of the most important management problems do not have instant answers. But the right question can change the direction of a decision.
When sales decline, how do we know whether the real issue is the market, the product, marketing or the sales team?
Why can a company have reports, data and endless meetings—and still not know where the real problem is?
Among dozens of problems and opportunities, how do we identify the decision that will have the greatest impact now?
LATEST ARTICLES
Latest Articles
PROFESSIONAL CONVERSATION
The problem you see in the business today may not be the real problem.
If you are facing a business, marketing, sales or market-development challenge whose answer is still unclear, we can talk it through.