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Author: Sergio Pearson

Mar 12, 2026 Sergio Pearson

OpenAI’s $157B Valuation Is Pure Fantasy — Here’s What the Numbers Actually Tell Us

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OpenAI’s $157B Valuation Is Pure Fantasy — Here’s What the Numbers Actually Tell Us

The Valuation That Broke Every Business School Rule OpenAI just closed a funding round that values the company at $157 billion. Let me put that

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Mar 11, 2026Mar 8, 2026 Sergio Pearson

When Netflix Ditched DVDs and Amazon Abandoned Auctions: Strategic Pivots That Actually Moved the Needle

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The $40 Million Question That Changed Everything In 2007, Netflix was mailing 1.2 million DVDs daily and pulling in $1.2 billion in revenue. Reed Hastings

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Mar 10, 2026Mar 8, 2026 Sergio Pearson

Why Your Series B Just Made Your Cash Flow Problem Worse

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The Paradox of Growth Capital You just raised $15 million in Series B funding. The board is celebrating. Your investors are talking about 3x revenue

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Mar 9, 2026Mar 8, 2026 Sergio Pearson

Why Toyota’s Factory Floor Beat McKinsey’s PowerPoint

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The $2 Million Presentation That Changed Nothing Three consultants spent six weeks creating 847 slides about operational excellence for a manufacturing client. The presentation took

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Mar 8, 2026Mar 8, 2026 Sergio Pearson

Why Market Timing Is a Loser’s Game (And What Actually Works Instead)

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Why Market Timing Is a Loser’s Game (And What Actually Works Instead)

The $3 Trillion Delusion Every year, retail investors lose roughly $150 billion trying to time the market. That’s not hyperbole. That’s what happens when you

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Mar 8, 2026Mar 8, 2026 Sergio Pearson

When Smart People Make Dumb Decisions: Inside Three Board Meltdowns That Changed Everything

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The $45 Billion Question Nobody Asked In November 2001, Enron’s board approved Andrew Fastow’s LJM partnerships without a single member asking to see the actual

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Mar 8, 2026Mar 8, 2026 Sergio Pearson

Your Supply Chain Isn’t Resilient, It’s Just Lucky

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Your Supply Chain Isn’t Resilient, It’s Just Lucky

Stop Confusing Efficiency With Resilience Here’s the uncomfortable truth most C-suites don’t want to hear: your supply chain optimization metrics are measuring yesterday’s problems. While

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