A few years ago, I was the Marketing VP for a financial technology start-up.
When selling software, you’re always selling future capabilities. You’re studying market trends, staying ahead of customer expectations, and crafting a unique value pitch that always includes features not yet fully developed.
Often, in client meetings, you’d be asked if your software could do this or that. The answer was always yes, in one form or another.

I struggled in this role. I empathized with operations folks, and I also knew the pressure that salespeople were under to make a sale happen and then hope that the developers could make the product they sold a reality. At times, I couldn’t bridge the ethical gaps in the pro…



