Avoid implementation paralysis by focusing on the majority of use cases rather than rare edge cases. The fear that an automated system might mishandle a single unique request shouldn't prevent you from launching tools that will benefit 99% of your customer interactions and drive significant efficiency.

The primary cost of building a new GTM measurement system in-house isn't money, but the "time tax." This represents months of missing data, unseen pipeline opportunities, and delayed revenue that accumulate while an internal team learns through trial and error, versus leveraging a proven framework.

What developers dismiss as obscure 'edge cases' in legacy systems are often core, everyday functionalities for certain customer segments. Overlooking these during a rewrite can lead to disaster, as the old code was often built entirely around handling these complexities.

Large companies often identify an opportunity, create a solution based on an unproven assumption, and ship it without validating market demand. This leads to costly failures when the product doesn't solve a real user need, wasting millions of dollars and significant time.

Don't view foundational RevOps work as a chore that distracts from creative marketing. By optimizing conversion rates through better infrastructure, you generate more efficient pipeline and revenue. This, in turn, frees up the budget for the ambitious brand campaigns marketers love to run.

The government's standard procedure is to disburse funds and attempt to recover improper payments later—a highly inefficient process that costs hundreds of billions annually. A more effective system would require real-time prepayment verification, defaulting to "no pay" if eligibility cannot be confirmed, preventing fraud before it occurs.

To justify a high price, connect a low-level operational issue (e.g., billing inefficiencies) to an executive-level P&L problem (e.g., revenue leakage) and finally to a critical C-suite metric. This transforms a minor annoyance into a must-solve business problem.

Retrofitting systems and standardizing incentive plans across a 1,400-person organization is immensely difficult. The key lesson is to implement enterprise-grade systems (like an ERP) and standardized processes when your company is still tiny. It's exponentially harder and more expensive to fix these issues at scale.

Not all business problems are created equal. Time savings often translate to five-figure cost savings, which may not be compelling. The most powerful executive problems are "six-figure problems"—major risk mitigation (avoiding lawsuits), significant revenue generation, or replacing other large costs.