A framework for presenting to executives by assuming they have limited cognitive capacity for new details ('brontosaurus brain') and can only hold three facts at a time. The goal is to move from information dumping to making a clear recommendation.

"Assume that executives have a little tiny dinosaur brain... we can really only hold three facts at the same time."

Using evocative imagery and emotional metaphors to align a team on the 'feeling' of a product. This narrative acts as a decision-making heuristic for designers and engineers when specific requirements aren't defined.

"If we all agree that the feeling of something should be, I'm sitting in Dolores Park with my friends on a sunny Saturday, then people will just naturally build something that feels more consistent."

A strategy to prevent all teams from chasing the exact same high-level metric (like toddler soccer players chasing one ball). It involves assigning distinct, non-overlapping goals that ladder up to the main outcome, ensuring the 'whole field' is covered.

"I have three kids, I've watched a lot of toddlers play soccer... everyone's tripping on each other... nobody really gets contact on the ball."