Observing a technician using multiple software sessions for one job revealed a hack to align his fast work with slow, mandated billing times. This unexpected behavior uncovered a major opportunity to solve a problem far beyond the product's immediate UI, rooted in industry-wide inefficiencies.

The way customers communicate with you—whether collaboratively or demandingly—is a direct reflection of the cultural norms you have established in the relationship. If clients are constantly badgering you for discounts or deliverables, it indicates you've set up a culture that permits it.

If a customer asks to push a signed deal past an agreed-upon deadline, don't say yes or no. Saying "I don't know if we can hold the price" creates productive uncertainty. This forces them to weigh the risk of losing their discount against the inconvenience of finding a way to sign on time, often leading them to solve the problem themselves.

The common frustration of a dropped customer service call is often not an accident. Call center agents are measured on "average handle time" and are penalized if calls are too long, incentivizing them to hang up on complex calls to avoid punishment.

Don't just solve the problem a customer tells you about. Research their public strategic objectives for the year and identify where they are failing. Frame your solution as the critical tool to close that specific, high-level performance gap, creating urgency and executive buy-in.

To avoid stalled deals, continuously test the prospect's engagement. If a stakeholder consistently fails to meet small commitments—like providing requested information on time—it is a strong indicator that the deal is not a priority for them and is at high risk of stalling.

A key stakeholder within a client account may actively create friction and gaslight your team, not for legitimate business reasons, but to steer the contract towards a competitor where a friend works. This form of psychological warfare can derail renewals despite strong performance.

Companies intentionally create friction ("sludge")—like long waits and complex processes—not from incompetence, but to discourage customers from pursuing claims or services they are entitled to. This is the insidious counterpart to behavioral "nudge" theory.

To capture an executive's attention, connect operational-level problems to their strategic business impact. A slow development cycle isn't just a process issue; explain how it directly causes delayed time-to-market, higher costs, and lost market share to competitors, which are the metrics an economic buyer truly cares about.