Honda burned $16B. Not a failed startup, a failure to read the market in time.

Not a bad product. Honda.

They canceled multiple EV models they had already invested heavily in.

Why?

Because reality didn't match the plan: EV demand in key markets slowed Government incentives changed China moved faster and cheaper Margins didn't work the way the models assumed

So instead of pushing forward and hoping it fixes itself

They took the hit.

Wrote down billions. Cut plans. Reset direction.

Even the CEO is taking a pay cut.

Now here's the part most people miss:

They didn't fail at building cars.

They failed at reading the market correctly at the time they acted.

Timing. Demand. Economics. Buyer behavior.

That's it.

And this is exactly where most B2B companies get it wrong.

Not at the product level.

At thewill people actually buy this now, from us, instead of doing nothing or choosing someone else level.

I walk into companies with: strong product real need in the market good teams

And still?

Deals don't close.

Because: the urgency isn't real the alternative (doing nothing) is stronger than switching the competition is misunderstood the pricing doesn't match perceived value

So pipeline builds.

But revenue doesn't.

And leadership starts thinking: Something is wrong with sales.

Sometimes it is.

But often?

The go-to-market assumptions are off.

Honda can absorb a $16B correction.

Most companies can't.

That's why I get brought in earlier (or sometimes? too late).

To pressure-test: demand positioning deal reality and whether revenue is actually there or just looks like it

If your pipeline exists but revenue doesn't follow that's the problem.

If that sounds familiar, get in touch.