negotiation

Turn salary negotiation into a strategic, theatrical process

Ask a company's leadership which competitor they'd invest in if not their own — and which they'd short.

Convert sticker shock into committed work by phasing scope, not cutting margin

Vet the GC as rigorously as the GC vets you to protect cash flow and culture

Don't bid for the asset you want — buy the thing it can't operate without, then set the terms.

Win incumbent rights by guaranteeing the counterparty their peak earnings, then cut them into the ancillary markets they never monetized.

Close SMB deals faster by bypassing the broker and negotiating directly with the seller

Use third-party approval requirements to negotiate aggressively on price and structure when buying a distributorship

Before any partnership, acquisition, or brand deal, force both sides to name what they actually add — if you can't answer it for them, walk.

Convert one-shot deals into repeat games to align incentives and eliminate cheating

Build compounding trust so your reputation becomes a deal-flow asset others pay to access

Make a large ask first so your real request looks like a generous concession.

What comes first warps perception of what comes next—sequence is a lever of influence.

Assert and maintain momentum throughout the sale — assertively, not aggressively

Secure influence on a moving decision by committing your support before being asked.

A six-question protocol that moves stuck conflicts from positions to underlying dreams 87% of the time.

Triangulate your true market rate, then anchor the ask above target to create negotiation room

Never walk into a pay negotiation with just one number — always have three asks ranked.

Turn a salary ask into a 90-day evidence campaign before you set foot in the room.

Push past fair and you lose the deal; accept unfair and you lose the return

Past performance + future vision + the ask + collaborative question

Pre-delegated orders produce strategic coherence without real-time leadership

Master the two things that matter in any venture deal: how the economics work and who has control of the company

Champions do not have different abilities—they have different mindsets

Go to the balcony, build a golden bridge, and engage the third side

Replace two-sided arguments with three-party creative design

Every venture deal term maps to economics or control - master both to negotiate from strength

Every venture deal term maps to economics or control - master both to negotiate from strength

Every venture deal term maps to economics or control - master both to negotiate from strength

Every venture deal term maps to economics or control - master both to negotiate from strength

Negotiate on interests not positions to reach wise agreements efficiently and amicably

Use FBI hostage techniques to transform adversaries into allies through empathy

The situation is your adversary, the person across the table is your partner

Spot and counter three manipulation tactics used by conversational bullies

Don't make deals with people who don't have your best interests at heart

Identifying hidden information

A bargaining strategy

Anticipate negative emotions

Negotiate with empathy

Buy a car like a pro

Negotiate like a pro

Get Paid What You're Worth

Negotiate bank fees

Use credit to accelerate your rich life

Uncertainty in game theory

A strategy for reducing the risk of harm in a duel

Think ahead to make better decisions

Resolving labor disputes without disrupting the economy

Use brinkmanship to gain an advantage

Influence BATNAs to gain an advantage