My work sits where a team is trying to figure out how to get from where they are to where they want to be, and can’t yet see the path in their own numbers. They know growth stalled but not where. They know a metric moved but not what moved it. Most teams are flying on instruments they’ve never calibrated, and I’d rather help fix the instrument than argue about the dashboard.

I build and measure growth systems for software companies, and I’ve spent most of the last decade doing it on the ground, having lived and worked across Dakar, Côte d’Ivoire, Congo, and Cabo Verde, and increasingly with teams elsewhere on the continent. These are markets where the US-shaped growth playbook quietly breaks, and knowing exactly where it breaks is most of the job.

The work takes two shapes. Sometimes I work alongside a product team for a season: figuring out what’s worth measuring, building the system that measures it, and leaving them able to read their own signal and act on it. The rest is building my own products, and the analytics layer companies need when the off-the-shelf version assumes a market they don’t operate in.

The through-line, whether I’m advising or building, is that the hard part was never running the experiment or building the dashboard. It’s knowing which one is worth building, and reading what it tells you. That judgment is the scarce thing now, and it’s what I write about here. If you’re working on something where that matters, I’m glad to talk.