# Jeffrey Guss

Jeffrey Guss works in product discovery at A.P. Moller–Maersk, focusing on supply chain and logistics. Their posts describe turning complex customer and operational problems into product ideas that teams can test, measure, and put into practice.

- Profile: https://b2binfluencer.marketing/creators/jeffrey-guss/
- LinkedIn: https://www.linkedin.com/in/jeffrey-guss
- LinkedIn followers: 6,424
- Topics: artificial-intelligence, leadership, supply-chain, product-management, product-discovery
- Based on 14 dated posts, latest 2026-10-01

## Summary

Jeffrey Guss is most useful for keynote or workshop insights on expected value metrics and customer centric product discovery.

- Best for: B2B logistics technology brands seeking sharper innovation leadership and customer centric product discovery.
- Not for: Consumer campaigns needing guaranteed reach, demographic targeting, performance commitments, or proven consumer creative work.
- Check first: Confirm speaking fee, media kit, booking route, and a past session recording or client reference.

### Takeaways

- Innovation fails more often from bad metrics than bad ideas.
- Innovation should be built with customers, not only for them.
- More than 120 supply chain leaders focused on asking what they could try together.

## Main ideas

- **Innovation fails more often from bad metrics than bad ideas**: Guss argues that being data-driven is less about collecting information than deciding which data matters. Organizations often measure the wrong things: outputs instead of outcomes, activity instead of insight, short-term efficiency instead of long-term value. They frame innovation as a series of probabilistic bets: the goal is not to remove risk but to understand it and design metrics that show whether decisions are increasing expected value. Guss credits the framework to Simon Hill's book on Expected Value, which a colleague recommended and Hill sent to them; the reasoning is Hill's, relayed and endorsed by Guss.
- **Innovation should be built with customers, not only for them**: Guss locates the real opportunity in customers, partners, and technology solving problems together, not in applying technology on customers' behalf. Their principle: build innovation with customers, not for them. In their account, the value of a large gathering of supply-chain leaders came less from presentations than from questions and experimentation—a format argument as much as a philosophy.
- **Product discovery means turning complexity into clarity**: Guss's most compact definition of the work: turn the daily problems facing a supply-chain and logistics organization into product ideas that create impact, always through a customer lens. They present problem-solving aptitude as a prerequisite for the field, not a side task, and discovery as the repeatable step between operational mess and testable product bets.
- **Reflect often, scale what works, and stop what doesn't**: Guss argues that annual reflection is outdated and regular reflection keeps people grounded, while conceding that the yearly look back still has value. Their prioritization stance follows: the most interesting work sits at the intersection of innovation, execution, and customer impact. The job is to help organizations turn ambition into reality quickly—scaling what works, challenging what doesn't, and backing decisions with teams that can execute in complex environments.

## Work to read

- [Innovation fails less from bad ideas than from bad metrics](https://www.linkedin.com/posts/jeffrey-guss_productmanagement-innovation-leadership-activity-7426912569170247680-xKiS)
- [What happens when 120+ supply chain leaders get in the same room?](https://www.linkedin.com/posts/jeffrey-guss_customercentricity-innovation-ai-activity-7511127287501815810-LXl3)
- [End of year reflections are outdated](https://www.linkedin.com/posts/jeffrey-guss_leadership-innovation-supplychain-activity-7414206217214095360-orvp)
- [If you don't like problem solving, then supply chain and logistics might not be for you](https://www.linkedin.com/posts/jeffrey-guss_cems-cbs-copenhagenbusinessschool-activity-7387521579875741696-WgOQ)

## Brand relationships

- **A.P. Moller - Maersk** (employment)
- **Copenhagen Business School** (mention)
- **Expected Value** (mention)

## Partnerships

The four LinkedIn posts are Jeffrey Guss’s own reflections on product discovery, innovation metrics, and supply chain work at A.P. Moller–Maersk. They show collaboration with named colleagues, customers, and students at company-hosted events such as the Maersk Supply Chain Leaders Forum and a Copenhagen Business School session. Tags such as #Partnerships and #CustomerCentricity accompany discussion of customer and technology collaboration, not a stated paid offering. For a keynote or workshop, contact Guss directly through the LinkedIn profile to ask what speaking, workshop, or advisory arrangements are available.

## Alternatives

- Eva Ponce: Choose Eva Ponce when the brief is to teach a large group of supply-chain practitioners rather than deliver a keynote to one company's product teams. Two posts describe an MITx MicroMasters program webinar, 'From Supply Chain Analytics to Agentic AI,' featuring a named co-speaker from a health system and almost 900 live attendees. The webinar generated audience data: 482 responses ranking critical thinking (75%), creativity and problem-solving (65%), technology and AI literacy (57%), analytical skills (55%), and adaptability (49%) as the most critical future skills; and 538 responses showing current AI use concentrated in general productivity (67%) and data analysis and decision support (60%). For a logistics technology company seeking a broad practitioner audience and open-enrollment or academic-partner framing, this is more directly evidenced than a single-company workshop. Ponce's teaching position is explicit: analytics, forecasting, optimization, and supply-chain fundamentals still matter, and the work should start from the business problem rather than the technology.
- Gerry Abbey: Choose Gerry Abbey when the buying problem is component-level supply risk and the audience is enterprise procurement rather than product discovery. Two posts show the executive-session format this contract looks for, with named external authorities: Ken Bradley of Lytica and Marc Tasse of SIRA International Risk Advisors. They include a preview video, a one-hour slot, a registration link, and an agenda covering a four-stage readiness model, single-source dependencies, supplier concentration, and the shift from panic-driven crisis management to predictive risk intelligence. The second post leads with memory lead times up over 18% in a single month, links the signal to hyperscaler and AI-infrastructure demand for wafer capacity, and points to a dated market report and follow-up working session. For procurement resilience, BOM vulnerability, or timing purchases against leading supply-chain signals, this is closer to the task than a metrics-and-discovery keynote.
- Ken Nelson: Choose Ken Nelson when the need is carrier, fulfillment, and shipping technology partnerships, and the proof sought is a sustained partner program rather than a talk. The posts show a multi-year record with one carrier: a UPS Ready Inspire Partner distinction in 2023 for a rapid certification process, followed by a 2025 UPS Premier Partner award. They describe an in-house transportation operations team keeping the business and technology sides of the partnership in sync. The second post applies the same vendor lens to health and life sciences, identifying cold chain, proof-of-delivery, regulation, and outdated technology as pressures, and matching them to carrier selection, estimated delivery dates, fulfillment and packing, tracking and visibility, and data integration for analytics and machine learning. For a buyer assessing a durable integration with a major carrier and credibility in a regulated vertical, this is relevant proof a metrics keynote does not provide.
- Why these alternatives share one decision: All three comparisons address the same need: a B2B logistics technology company wants sharper innovation leadership and customer-centric product discovery, delivered as a keynote or workshop on applying expected-value metrics to supply-chain product innovation. Ponce is the stronger choice for scaled education with audience-skill evidence; Abbey for procurement risk intelligence and executive-session convening; Nelson for proof of a carrier and fulfillment technology partnership in a regulated vertical. Jeffrey Guss remains the closest match when the deliverable is the metric rewrite itself: the posts connect the framing to choosing which data matters, tracking outcomes rather than outputs and insight rather than activity, and customer co-creation with more than 120 supply-chain leaders in the room.

---
AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/