Category Archives: Directing Business

The Monsters Among Us: Why Nuremberg (2025) Is the History Lesson We Need Right Now

Evil doesn’t arrive shouting. It comes wearing a charming smile.

That unsettling truth sits at the heart of James Vanderbilt’s Nuremberg, a film that strips away comforting illusions about the nature of atrocity. Eighty years after the most consequential trials of the 20th century, this psychological thriller poses an uncomfortable question to contemporary audiences: not “Could we recognize another Hitler?” but “Could we recognize the patterns that enable authoritarianism before it’s too late?”

Russell Crowe Delivers a Career-Defining Performance

Russell Crowe dominates every frame as Hermann Göring, Hitler’s second-in-command, in what critics have called “a masterclass in subtle, nuanced acting—absolutely electrifying”. His Göring is equal parts monstrous and magnetic, a man who understands performance as power.

RogerEbert.com’s Matt Zoller Seitz captures why Crowe’s work transcends typical historical drama: “Like Gene Hackman in his greatest ’80s and ’90s performances, Crowe has such a regular-guy energy that on those rare occasions when Göring is thwarted or disappointed and we get a glimpse of his capacity for overwhelming violence, it somehow comes as an unsettling surprise”. That “regular-guy energy” is precisely the point—Crowe makes Göring simultaneously charismatic and terrifying, embodying the film’s thesis that history’s greatest monsters often hide behind ordinary faces.

Rami Malek’s portrayal of psychiatrist Douglas Kelley has divided critics more sharply, with some finding his performance compelling while others, like The Guardian’s Peter Bradshaw, dismissed it as “deeply silly”. Yet this friction mirrors the film’s central tension: Kelley’s intellectual ambition versus his growing moral horror.

A Psychological Chess Match in History’s Shadow

The film’s brilliance lies not in courtroom theatrics but in the intimate cat-and-mouse dynamic between Kelley and Göring. What begins as psychiatric evaluation transforms into something far more dangerous—a “battle of intellect and manipulation between Kelley and Göring, two men driven by ego, curiosity, and a dangerous desire for control”.

Director Vanderbilt stages this confrontation with precision, creating “courtroom scenes that bristle with energy, dialogue that snaps with a rhythm reminiscent of Aaron Sorkin, and moral tension that rarely lets up”. The visual texture—smoky interrogation rooms, measured silences, the bureaucratic weight of justice finding its footing—evokes classic Hollywood while maintaining a distinctly modern psychological edge.

Critics Divided, Audiences Captivated

Nuremberg has generated a fascinating reception split. Professional critics awarded it a 72% approval rating on Rotten Tomatoes, while audiences embraced it overwhelmingly at 96%. This gap suggests that while the film may lack the artistic sophistication some critics demand, it succeeds magnificently at its primary mission: making history emotionally resonant.

MetricResult
Rotten Tomatoes (Critics)72% [rottentomatoes]​
Rotten Tomatoes (Audience)96% [rottentomatoes]​
Box Office (Worldwide)$39.5 million [the-numbers]​
Oscar ShortlistsBest Original Score, Best Makeup & Hairstyling [facebook]​
Golden Globe Nominations3 [goldenglobes]​

The film has earned recognition beyond commercial success, winning the Audience Choice Award at Heartland International Film Festival and the Ateneo Guipuzcoano Award at San Sebastián. It’s now shortlisted in two Academy Award categories for the 98th Oscars.

Why This Film Matters Now

Nuremberg arrives at a moment when Holocaust denial and World War II revisionism are “more mainstream than ever,” according to critics observing the cultural landscape. The film’s most powerful message isn’t about recognizing obvious villains—it’s about understanding the psychological patterns that enable authoritarianism before catastrophe.

Kelley’s real-life conclusion—that Nazi leaders were “not extraordinary monsters but rather ordinary individuals”—remains the film’s most disturbing revelation. If these men were psychiatrically normal, then the capacity for such evil exists in any society under the right conditions. As one reviewer noted, Nuremberg “is a haunting reminder that the spectacle of justice can sometimes mirror the performance of guilt”.

The tragic epilogue, only briefly addressed on screen, haunts the narrative: Kelley himself died by suicide in 1958, using the same method—cyanide—that Göring employed to cheat the hangman. The psychiatrist who studied evil became, in death, eerily connected to his subject.

The Verdict

Nuremberg succeeds not as flawless cinema but as necessary cultural intervention. Despite occasional pacing issues and the critic-audience divide, it accomplishes something vital: forcing viewers to confront how power corrupts and how ordinary people become instruments of extraordinary evil. Peter Travers perhaps said it best: “What to do when a great actor is stuck in a not-so-great movie? You bite the bullet and watch anyway if the actor in question is Russell Crowe”.

For audiences seeking meaningful historical drama with contemporary urgency, Nuremberg delivers. It reminds us that “never again” demands constant vigilance—not complacent certainty that we’d recognize evil if we saw it.

Rating: ★★★½ out of ★★★★★

Hands-on Leadership, Babur’s Horses, and the Driver in My Life

image by author and perplexity.ai

“In my experience, the more you know about something, the less you fear it.” – from the film The Martian

There is a scene in The Martian where Mark Watney survives not by writing strategies in a PowerPoint deck, but by literally getting his hands dirty—growing potatoes in Martian soil, hacking equipment, and fixing things one bolt at a time. That line about knowing more and fearing less captures something essential about being hands on: proximity to the work gives both control and clarity.

An ex–Income Tax officer, a long-standing RSS member who was helping me find clients in my early startup days, once shared an anecdote about Babur that stayed with me. He told me that an RSS article had described how Babur preferred horses over war elephants, seeing elephants as powerful but harder to control because they depended on someone else to handle them, while cavalry gave him more direct, agile command in battle. This interpretation fits Babur’s campaigns in India, where he relied heavily on fast cavalry and firearms rather than elephant corps, and it offers a vivid metaphor for how we choose our tools and roles in modern work.

He made this point while watching me being driven around by my driver at a time when I was actually struggling for work, with more free time than assignments. I still have a driver, but that moment poked a hole in my comfort zone. It forced me to ask a difficult question: was I building a life of horses I could ride, or elephants that always needed someone else to move?

Since then, I have tried to be deliberately hands on in every role. As a project manager, that meant writing code myself, not just tracking timelines and updating status reports. As a digital cinema head, it meant standing inside theatres during installations, understanding how projectors, servers, and sound systems actually came together to create the experience on screen. As a digital head, it meant personally uploading videos and posting on social media instead of only approving campaigns from a distance. And now, it means writing code again—this time with AI applications as my “horses,” responsive tools that move where I nudge them, instead of “elephants” that someone else has to prod into motion.

There is a catch, though. Being hands on can slowly turn into being trapped in the weeds: replying to every email, touching every file, sitting in every meeting. You feel productive and in control, but the bigger picture—market shifts, long-term risks, strategic bets—starts to blur. The same closeness that gives confidence can also shrink your field of vision if you never step back.

So the balance, for me, is this: hands on is still the way to go, but not at the expense of perspective. The goal is to stay close enough to the work that you understand its texture and constraints, yet far enough back that you can see the whole battlefield and choose where to charge. Babur may have preferred horses to elephants, but he still needed a vantage point from which to see his entire army and the shape of the enemy line.

That is the leadership posture worth aiming for: one hand on the reins, the other pointing toward where everyone needs to go.

Forget What You Know About GTM: 5 Insights on Why Your Next Hire is an Engineer and Your Best Tool is a Whiteboard

In an era of rapid technological advancement, Go-To-Market (GTM) strategy has become more complex and strategically important than ever. The rise of AI is not just creating new tools; it’s forcing a fundamental re-architecture of how companies find, win, and retain customers. To navigate this new landscape, leaders are looking for proven, practical insights.

Jean Grosser is one of the world’s most respected GTM leaders. As COO at Vercel and the former Chief Product Officer at Stripe, where she built their early sales team from the ground up, she has a unique vantage point on what works. This article distills five principles from her recent conversation on Lenny’s Podcast that form the foundation of a new GTM playbook—one where AI-driven leverage and human-centered experience are not competing forces, but two sides of the same coin.

1. The “Go-To-Market Engineer” is Here, and They Have 10x Leverage

A new, high-leverage role is emerging that combines deep technical prowess with a GTM mindset: the Go-To-Market Engineer. This role is responsible for using AI and code to re-architect core GTM workflows, unlocking massive efficiency gains.

At Vercel, this is not a theoretical concept. The company’s first GTM engineers were drawn from its technical sales team—former front-end developers who had transitioned into sales engineering. One of these engineers, spending only about 30% of their time over six weeks, built an AI “lead agent.” The results were immediate and profound: the agent enabled one Sales Development Representative (SDR) to do the work of ten. The company reduced its inbound team from 10 people to a single person who now functions as a quality assurance manager for the AI agent. The ROI is staggering: an annual cost of $1,000 to run the agent, replacing over a million dollars in salary—a 99%+ reduction in cost.

This case study demonstrates not only the incredible leverage AI offers, but also the speed at which it can be deployed to solve core GTM challenges.

“before we did that move I mean the other thing that’s just incredible about this is the person who built the lead agent was a single GTM engineer he spent maybe 25 30% on his time of his time on this uh it was 6 weeks before we felt confident going from 10 to one so it wasn’t like this was a multi-quarter process it actually moved super quickly”

2. Think of Go-To-Market as a Product

As technical differentiation between products narrows, the experience of being sold to is becoming a primary factor that drives buying decisions. Grosser argues that the most effective GTM strategies are designed like a product, focusing on creating a customer journey filled with unique, human, and personalized experiences rather than flat, transactional interactions.

Grosser’s time at Stripe provides a masterclass in this product-led GTM approach. Instead of running a typical “discovery” call where a salesperson quizzes the potential customer, the first meeting was designed as a collaborative whiteboarding session. The customer would be invited to draw their payments architecture. This simple shift provided Stripe with deep insights, but more importantly, the customer left the very first meeting with a valuable, tangible asset they co-created—an architectural diagram they often hadn’t created themselves.

This approach transforms the sales process from an extractive one (getting information) to a value-creating one at every single touchpoint.

“we buy a lot of things because of how we feel about them… the experience that you have of being sold to will increasingly actually differentiate a company and drive buying decisions if products are only different at the margin”

3. Your Customers Are Buying to Reduce Risk, Not Just to Gain Upside

A common mistake, especially for founders, is to get excited about selling the “art of the possible”—the grand future vision of what their product can enable. While this message resonates with other founders and visionaries, it’s not what drives most buying decisions. Grosser shared a counter-intuitive but critical statistic: “80% of customers buy to avoid pain or reduce risk as opposed to… increase upside.”

Enterprise customers, in particular, are motivated by de-risking their operations. They are trying to avoid the pain of missing revenue targets, being outcompeted, or suffering brand damage. A sales message focused on providing certainty and mitigating these risks is often far more powerful than one focused on potential future gains.

This psychological insight is a direct challenge to the visionary founder’s default pitch and a crucial reminder of what truly motivates the enterprise buyer.

“80% of customers buy to avoid pain or reduce risk as opposed to increase upside which is a good thing for startup founders to understand we all love to talk about the art of the possible… but that’s often really a sale that’s going to resonate with another founder”

4. AI Can Tell You Why You’re Really Losing Deals

Human perception is often flawed, especially when it comes to understanding why a deal was lost. Vercel’s internal “Dealbot” provides a powerful case study in using AI to find the ground truth. This custom agent analyzes Gong transcripts, emails, and Slack messages to deconstruct sales opportunities.

In one powerful example, an account executive reported that a major deal was lost on price. After the Dealbot analyzed all communications, however, it came to a different conclusion. The AI determined the real reason was an “inability to demonstrate value.” It found that the salesperson never truly connected with the economic buyer and, crucially, that “when you talked to somebody about ROI and total cost of ownership it was clear from their reaction that they didn’t really buy your math.” The insight shifted from a generic excuse to a highly actionable critique: our ROI models are not credible. The tool has since evolved from a retrospective “Lostbot” to a real-time “Dealbot” that feeds insights into Slack channels, helping reps course-correct mid-process.

This highlights a critical truth: human perception is biased, but data-driven AI can provide the objective feedback needed to debug a failing sales process.

“the biggest loss that quarter uh according to the account executive was lost on price and when you ran the agent over every Slack interaction every email every gong call it said actually you lost because you never really got in touch with economic buyer… so really the reason we lost was an inability to demonstrate value”

5. The Calculus on Build vs. Buy for GTM Tooling Is Changing

The key learning from Vercel’s experience building powerful internal AI agents is that it’s “not that hard” and “not that expensive.” This insight challenges the traditional “buy over build” mentality for GTM software.

The evidence is compelling: the initial “Lostbot” was created in just two days, and the more complex “Lead Agent” took one person only six weeks of part-time work. Grosser believes the real value—the “alpha”—lies in building your own agents. The reason is that your company’s “own esoteric context, your content, your workflow is really key to unlocking the power of the agent.” Custom-built tools can be precisely tailored to your unique data and processes in a way that off-the-shelf software cannot.

This approach signals a potential sea change in how companies source GTM technology, prioritizing bespoke advantage over off-the-shelf convenience.

“I think one of our learnings is that it’s not that hard to build these agents and they aren’t that expensive either… I think there’s real value in experimenting with your own internal agent development… because you may find that it’s meaningfully easier than you think and you get returns pretty quickly”

Conclusion

The principles of Go-To-Market are undergoing a paradigm shift. The five takeaways from Jean Grosser are not isolated tactics but interconnected pillars of a new, cohesive strategy. It creates a powerful feedback loop: the GTM Engineer (1) builds custom AI tools (5) that surface objective truths humans miss (4). This frees up the team’s capacity to move beyond transactional sales and instead design memorable, value-added experiences (2) that provide the certainty and risk reduction modern customers crave (3).

This new model is defined by the intelligent application of AI, a product-centric approach to the customer journey, and a deep understanding of the psychology that drives modern buyers. It leaves us with a critical question to consider: As AI agents become increasingly capable co-workers on our sales teams, what uniquely human skills will become the most valuable differentiators in the future of Go-To-Market?

Reference: Lenny’s Podcast–>https://www.youtube.com/watch?v=RmnWHz8HD74