FINANCE
“ That means getting developers to talk to the customer. No one is in an ivory tower just coding.” This collective engagement is crucial because adopting autonomy is rarely a simple purchase. Customers face internal change management, shifting workflows and, often, cultural hesitation. The CRO’ s role is not merely to sell, but to decode the psychology of the buyer.“ This is a transformation in many ways for a lot of these companies,” Chris says.“ It isn’ t as simple as buying a robot and walking away.” For the CEO, this kind of deep insight is invaluable. It reveals where customers encounter friction, which objections surface repeatedly and how decision makers think about risk. It also highlights the stakes. As David notes, choosing an autonomy partner is“ a career altering decision” for many buyers. Understanding that challenge helps Brain Corp design processes that give customers confidence, shorten adoption cycles and reinforce long-term trust. The value of the partnership is also clear in how Brain Corp prioritises opportunities. Chris describes a familiar challenge for growth-stage technology firms, saying:“ Companies do not fail due to starvation; they fail due to indigestion.” His proximity to customers means he a nd his team see every possible use case and potential growth avenue.
The CEO’ s role is to determine which of these align with the company’ s strategic foundation. This kind of discipline helps companies pursue areas where they can scale effectively rather than diluting focus across competing demands.
Future-facing alliance For Brain Corp, the result is an organisation able to absorb customer insight quickly, adjust priorities without political friction and build products and services that reflect real market needs. It also positions the company to expand alongside its customers. Stepping back, the company’ s example shows how the CEO-CRO partnership strengthens the enterprise more broadly. It sharpens strategic clarity by grounding decisions in customer truth rather than assumption. It improves organisational cohesion, giving product, marketing, sales and engineering a unified definition of value. It also improves forecasting accuracy, strengthens capital allocation and reduces the risk of overreach. Resilience also benefits: when markets shift, a unified CEO-CRO view of the customer helps the organisation adapt without losing focus. Great alignment encourages honesty about what growth requires. For David, the priority is understanding the customer’ s true problem.“ What
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