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On May 11, 1935, President Franklin D. Roosevelt signed the executive order creating the Rural Electrification Administration. It was a bureaucratic action on paper, but a turning point for millions of rural Americans. The REA was never just about electricity, it was about dignity, opportunity, and the belief that geography should not determine access. Letter to the President Among the stories preserved from the early days of rural electrification, one stood out to me a few y

Strategy is your North Star. It sets direction, inspires confidence, and reminds everyone why the journey matters. But without a daily compass, even the brightest star leaves teams wandering. Too often, organizations mistake activity for progress, launching campaigns, chasing metrics, and filling calendars, without asking whether those actions advance the true north. Strategy is not a campaign, email, or any other tactic, it is a living system that must be translated into rh

There’s a quiet epidemic in modern marketing and product organizations: we’ve mistaken motion for meaning. We launch campaigns, run ads, host webinars, and call it “go-to-market.” But when the dust settles, we’re left wondering why the numbers don’t move, or worse, why they move in the wrong direction. It’s not that we’re not working hard. It’s that we’re not working from a true go-to-market strategy. What GTM Strategy Really Means A genuine go-to-market (GTM) strategy is not

Katy Moses, Founder, Sage Connections Last month, I surveyed my network on the most persistent challenge in strategic planning. The results were clear: lack of cross-functional alignment was the leading issue. Supporting this, Gartner reports that nearly 70 percent of strategic initiatives fail due to inadequate collaboration across departments. This finding aligns with my earlier blog, "Four Challenges in Building Your Go-to-Market Strategy," where I emphasized that even the