Mm-hmm

... because they've been on the front, front end of things.

They're going out there building products, and then I watch them fail.

And they didn't fail because there was some other product out there that was much better than their product, or someone's intellectual property was much better than their intellectual property.

They failed because their go-to-market was pretty rubbish and slow, and there wasn't, wasn't much speed to it, and that's what We Don't Consult was kind of built to fix, uh, between me and my, my two partners and, and our team.

So, you know, clinicians and experts are starting out.

They're, they're founders in the messy middle, um, a- and they're struggling.

Mm.

And walk me through what that failure actually looks like on the ground, not the theory, inside a dental practice or group, where specifically does the implementation die?

So there's a couple of critical moments.

I think there is a narrative.

So most SaaS companies have a post-sale team.

Usually they call it customer success.

Some call it something else.

And the problem often lands when the customer success team think that the sales team's job is to qualify every stakeholder in the practice to be an ideal persona.

Is the problem you're describing actually a sign that the products are not as good as the founders think they are?