Essays on building companies, raising capital, and commercializing technology in markets that demand evidence. 46 pieces so far, a new one most weeks. Get them by email or follow along on LinkedIn.
Stock Diligence — eleven operator-grade prompts for researching any stock. Type a ticker once and every prompt updates. Four are built for the entrepreneur whose biggest position is their own company.
Retirement — eleven more for the other side of the balance sheet. Enter your numbers once. The first prompt values what you cannot sell, before the rest of the plan is built on it. Both free, bilingual, no email.
Stock diligence RetirementRead in this order and the through-line across six industries is visible in about 22 minutes. Everything else in the archive is a variation on these three.
The most heavily endorsed tool in interventional cardiology is used in a minority of the cases where guidelines say it belongs.
Read → 02 · AI & DefensibilityWhy a dataset is not a moat, why a thin layer over someone else's model gets eaten, and what defensibility actually looks like in medical AI..
Read → 03 · CapitalRaising $54M for a Peruvian miner from three continents.
Read →A twelve-part series on the executive discipline technology investment actually requires: what to worry about, when new tech is worth the bet, and what separates the organizations getting real value from the ones funding activity instead of outcomes.
The opening piece in a twelve-part series on the executive discipline technology investment actually requires: what to worry about, when new tech is worth the bet, and what separates the organizations getting real value from the ones funding activity instead of outcomes.
Government permits are theater. Community control is real. What losing high-potential geological sites in Peru taught me, and why data center operators are about to learn it the same way.
Read →Almost no founder understands what a board is actually for until they've been on the other side of a public company board that had real fiduciary duty, real reputational risk, and real willingness to fire the CEO. What the CEO seat teaches you that the director seat cannot.
Read →Mining, SaaS, biotech, MedTech. Four industries, four cycles, one underlying mechanic. What operators learn about capital abundance and scarcity from surviving through more than one of them.
Read →In MedTech, the acquisition happens at the readout, not at the signing. Founders who structure their clinical program around FDA clearance instead of around the acquisition readout are optimizing for the wrong milestone.
Read →Almost every LinkedIn essay from a CEO about CFO topics is either wrong or self-serving. This one is neither. What the CEO seat teaches you about the specific discipline a strong CFO brings, and why founders get it wrong until they cannot afford to.
Read →Founders universally underestimate what a series of "normal" dilution events compounds to over a full financing arc. The specific arithmetic isn't taught anywhere except by getting your equity crushed once. What the S-1 filings show, and what the mining seat teaches.
Read →Founders imagine institutional investors as smart money. The reality that only shows up at the podium is that institutional investors are a spectrum, and the CEO's job is to read the room while the room is reading you.
Read →MedTech companies routinely raise Series B and C without a coded reimbursement pathway, then discover 12-18 months post-launch that the pathway they assumed exists actually doesn't cover their use case. What CMS just did to the fast track, and what it means for founders.
Read →Every founder's first corp dev meeting looks like a partnership discussion. It rarely is. What the CEO seat teaches you about how strategic acquirers actually operate, and why founder manageability is the valuation driver nobody talks about.
Read →Nine patterns from the 2026 MedTech deal wave. What strategic acquirers keep paying up for, drawn from roughly forty transactions.
Read →Activity is countable and outcomes are not. That asymmetry decides most budgets.
Read →A pilot that succeeds and then dies didn't succeed. It produced an expensive demo.
Read →Everyone can start something. Almost nobody can stop something. That asymmetry is the gap.
Read →The second year is where the money actually goes, and it's the year nobody examines.
Read →Being early isn't a strategy. It's a bet on timing that most people never admit they made.
Read →Most decisions can be undone cheaply. Treating them as though they can't is its own kind of expensive.
Read →Most portfolios fail on order, not on picks. The right bet in the wrong position still loses.
Read →A few decisions in this cycle are genuinely irreversible. Most of them don't look it at the time.
Read →The organizations getting returns scope initiatives to a figure someone has to own. That's most of the method.
Read →Most AI measurement collapses the first time a skeptical CFO pushes on it. Build for that conversation.
Read →What an organization refuses to fund says more about its discipline than anything it approves.
Read →Fluency is free now, so judging AI output by how it reads stopped working. Six tests that catch what goes wrong.
Read →The opening piece in a twelve-part series on the executive discipline technology investment actually requires: what to worry about, when new tech is worth the bet, and what separates the organizations getting real value from the ones funding activity instead of outcomes.
Read →A need priced for a customer ten times larger is not a dead end. Why the middle of the market keeps getting skipped, and what changes when applied intelligence divides the unit of supply.
Read →You are rarely talking to the decision maker. You are talking to the person who has to reconstruct your argument without you in the room. Four tests for an analogy that holds.
Read →89% of AI agent pilots never reach production. What separates the initiatives that scale from the ones that quietly disappear.
Read →Why timing a technology bet matters more than the bet itself, and a framework for knowing when to build, buy, or wait.
Read →Digital transformation fails 70% of the time, and it is almost never the technology. What the surviving 30% do differently.
Read →What separates boards that can actually oversee AI from boards that just have a strategy deck.
Read →The single word that decides whether a workforce adopts new technology or quietly works around it.
Read →Lock-in accumulates quietly until the exit becomes unaffordable. A framework for reading exit cost before you sign.
Read →Why data is no longer an asset by default in the AI era, and how to rethink liability before you bolt on AI.
Read →Why move fast stops being good advice more often than executives admit, borrowing Amazon's one-way-door framework.
Read →Legacy modernization is a tax on every growth initiative on the roadmap, and almost nobody frames the business case that way.
Read →How M&A buyers actually read a technology stack, and why the gap between founder and acquirer evaluation destroys deal value.
Read →Roughly one in five organizations is getting real value from AI investment. What separates them from everyone else.
Read →The machine gets you into the room. The loop is what the customer is actually buying. Why improvement rates beat spec sheets.
Read →Why a dataset is not a moat, why a thin layer over someone else's model gets eaten, and what defensibility actually looks like in medical AI.
Read →There is no single procedure room. Three clinical worlds, three definitions of better, and the discipline that survives contact with all of them.
Read →Spotting a market is the romantic half. The engine that captures it is where companies are actually won or lost.
Read →The predicate you pick decides your reimbursement inheritance. The first commercial decision a MedTech company makes is buried in its 510(k) paperwork.
Read →The most heavily endorsed tool in interventional cardiology is used in a minority of the cases where guidelines say it belongs. What that gap teaches about how innovation actually works.
Read →Every AI market is quietly becoming a clinical market. Three lessons from medicine and four questions for any board.
Read →The multiple on the winner is the number everyone shows. The loss column is the number that tells the truth. Three scorecards for a high-risk, high-reward book.
Read →Raising $54M for a Peruvian miner from three continents. The periphery tax is a diligence tax, and the numbers are the passport.
Read →Four decades across six industries say the task is not the job, and every industrial revolution destroys work and creates more of it.
Read →Nothing matches that.
Four situations I have watched play out across medical devices, enterprise software, and the industries in between. Each one names what is usually actually wrong.
I write regularly on the VerAvanti Insights page. The clinical and product pieces live there, where they belong. These are the business-strategy essays, the ones about how durable companies get built in any regulated market.
Regulatory milestones are permission to compete, not a strategy for winning.
VerAvanti InsightsThe unglamorous work that happens long before the first investor meeting.
VerAvanti InsightsNobody pays for technology. They pay for a covered outcome.
VerAvanti InsightsEnterprise value compounds step by step, and skipping steps is how companies fall.
VerAvanti InsightsWhy restraint, sequencing, and evidence beat speed in regulated markets.
VerAvanti InsightsThe pattern I watch for before committing capital to any industry.
VerAvanti InsightsThe hardest board conversation, and how to have it with evidence instead of emotion.
VerAvanti InsightsThe investment logic behind my move into medical devices.
More essays are on the way, drawn from the same notebook as my book, An Outsider's Playbook. If you want them as they publish, follow along on LinkedIn.
The archive is public and always will be. The list is how you get each piece the morning it publishes, plus the occasional note that never becomes an essay.