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.
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.
Check first: Confirm speaking fee, media kit, booking route, and a past session recording or client reference.
Main ideas
Innovation fails more often from bad metrics than bad ideas · Innovation should be built with customers, not only for them · Product discovery means turning complexity into clarity
Moller–Maersk, where their posts focus on supply chain and logistics problems, customer collaboration, and turning ideas into practical outcomes.
They explain product discovery to industry leaders and students, and argue that innovation should be judged by meaningful outcomes rather than activity alone.
Guss connects customer-centered product discovery with the demands of complex supply chain work.
In one post, they describe innovation as a series of probabilistic bets and argue for measuring outcomes, not just outputs.
In another, they recount a forum where more than 120 supply chain leaders spent less time on presentations and more time asking what they could try together.
These examples frame innovation as collaborative problem-solving that teams can test, measure, and put into practice.
Follow Guss for insights on product metrics, customer collaboration, and supply chain work.
Across four LinkedIn posts, Jeffrey Guss returns to three connected arguments: innovation is governed by the metrics a team chooses; customers should join problem-solving rather than receive finished products; and product discovery turns messy supply-chain problems into testable ideas.
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Two posts show them teaching these ideas to outside audiences, and one reads as a deliberate career reflection about where they want to keep working.
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.
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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.
The failure pattern Guss identifies is a team optimizing for mediocrity because its metrics reward activity and short-term efficiency rather than the outcome it wants.
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.
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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.
At the A.P.
Moller - Maersk Supply Chain Leaders Forum, with more than 120 supply-chain leaders in the room, Guss reports fewer presentations, more questions, and repeated variations of "What if we tried this?"
They point to AI, automation, data, and new ways of working as accelerating forces, while locating the opportunity in joint problem-solving rather than the technology itself.
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.
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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.
Speaking to Copenhagen Business School students at Maersk headquarters, Guss said that if you don't like problem-solving, supply chain and logistics might not be for you.
They defined Product Discovery as turning complexity into clarity and ideas into impact.
Zera Zheng, Henrik Killander, and Mathias Hassel joined them to cover market trends and product innovations.
Guss thanked Rene E.
Barseghian for bringing the students over; those contributions were theirs, not Guss's.
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.
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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.
Guss says they have been grateful to lead Product Discovery at A.P. Moller - Maersk, describing the work as turning ambition into reality fast while deliberately scaling or stopping initiatives.
Guss calls end-of-year reflection outdated in the opening line, then describes the annual walk down memory lane as healthy. The post also signals a possible transition: after the holiday season, they reflect on what the next chapter holds and say they are open to conversations with organizations and customers that treat innovation and transformation as a strategic advantage.
This post shows how Guss measures innovation and the vocabulary and framing a logistics technology team would hear in a session on expected value.
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Guss discusses Simon Hill's book on expected value, arguing that the hardest part of being data-driven is deciding which data matters.
Too many organizations, the post says, still track outputs instead of outcomes, activity instead of insight, and short-term efficiency instead of long-term value creation.
Guss frames innovation as a series of probabilistic bets: the job is not to remove risk but to design metrics that show whether decisions’ expected value is rising.
They credit a colleague for the recommendation and Hill for sending the book.
For brands planning a campaign
Guss explains how they think about expected-value metrics. A keynote or workshop can turn the distinction between outputs and outcomes into a working exercise: ask a product team which metric it rewards now and which outcome it actually wants.
This post shows how Guss addresses a large executive audience and why customer collaboration sits at the center of the argument.
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Guss describes the A.P.
Moller - Maersk Supply Chain Leaders Forum, where more than 120 supply chain leaders met.
The day produced fewer presentations and more questions, including repeated versions of "What if we tried this?"
AI, automation, data, and new ways of working are accelerating, Guss notes, but the real opportunity comes from customers, partners, and technology solving real problems together.
Innovation, the post concludes, is built with customers, not for them.
For brands planning a campaign
This post shows the convening format and co-creation language Guss uses with senior supply chain audiences. For a workshop brief, it supports putting customers or partners in the room rather than presenting to them.
This post lays out where Guss says their strengths lie and what they want to do next.
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Guss argues that reflection should happen regularly, not just once a year, while still calling an annual look back healthy.
The most exciting roles, the post says, sit at the intersection of innovation, execution, and customer impact.
Guss says they have been grateful to head Product Discovery at A.P.
Moller - Maersk, helping organizations turn ambition into reality quickly, scale what works, challenge what does not, and work with high-performing teams in complex environments.
They are reflecting on what the next chapter will hold and are open to conversations.
For brands planning a campaign
This post lays out how Guss positions their value and what work they want next. A campaign focused on turning ambition into execution can test whether that matches their stated focus, rather than simply generating ideas.
This post offers Guss's concise definition of Product Discovery and shows how they teach it to a student audience.
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Guss recounts speaking to Copenhagen Business School students at the Maersk headquarters.
Problems and challenges arrive daily in supply chain and logistics, the post says, making the field both difficult and enjoyable.
Guss defines Product Discovery as turning complexity into clarity and ideas into impact through a customer lens, and describes sharing market trends and product innovations with students.
The next generation, the post concludes, is not waiting for change but ready to create it.
For brands planning a campaign
This post shows Guss teaching a structured discovery idea to an outside audience, making it a useful reference for a workshop aimed at product or innovation teams new to customer-centric discovery.
Teaching and convening as recurring public formats4
Metrics that reveal expected value1
Building innovation with customers, not only for them1
Product discovery as a way through supply-chain complexity1
Regular reflection, scaling what works, and strategic prioritization1
Metrics that reveal expected value
Jeffrey Guss argues that innovation fails less often because of bad ideas than because of bad metrics.
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Drawing on Simon Hill's book about Expected Value, they say organizations still track outputs instead of outcomes, activity instead of insight, and short-term efficiency instead of long-term value. They frame innovation as a series of probabilistic bets: the goal is not to eliminate risk but to understand it and choose metrics that show whether decisions are increasing expected value.
Expected-value framing: separating output metrics from outcome metrics and using decision quality to measure progress.
For brands planning a campaign
For a B2B logistics technology company, this is material for a keynote or workshop on choosing innovation metrics. Product and supply-chain teams could rewrite existing KPIs as expected-value questions, then test whether those metrics reward learning, customer outcomes, and long-term value rather than activity.
Building innovation with customers, not only for them
In a post about the A.P.
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Moller–Maersk Supply Chain Leaders Forum, Jeffrey Guss describes a room of more than 120 supply-chain leaders, with fewer presentations, more questions, and experimentation language such as “What if we tried this?”
They name AI, automation, data, and new ways of working as accelerating forces, but locate the real opportunity in customers, partners, and technology coming together to solve real problems.
Their principle: build innovation with customers, not just for them.
Customer and partner co-creation: bringing customers, operators, and technologists together to frame problems rather than present finished solutions.
For brands planning a campaign
This supports a workshop in which a logistics technology client brings customers or partners into structured discovery sessions. The focus is joint problem framing around supply-chain turbulence and customer impact, not technology for its own sake.
Product discovery as a way through supply-chain complexity
Speaking to Copenhagen Business School students, Jeffrey Guss said problem solving is central to supply chain and logistics, and that Product Discovery turns complexity into clarity and ideas into impact through a customer lens.
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The post connects daily operational problems in a large logistics organization to product development, framing the field as challenging but rewarding because teams are geared to tackle those problems.
Product discovery as a repeatable translation step: turning complex supply-chain problems and customer needs into testable product ideas.
For brands planning a campaign
A keynote or internal workshop could use this discovery translation as its spine: start with a messy logistics problem, apply a customer lens, and produce a small set of product bets. The teaching style also suits product, innovation, and supply-chain teams looking for a shared method.
Regular reflection, scaling what works, and strategic prioritization
Jeffrey Guss calls annual reflection outdated and argues for regular reflection to keep people grounded.
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They describe the most exciting roles as sitting at the intersection of innovation, execution, and customer impact, and the work as helping organizations turn ambition into reality quickly, scale what works, challenge what does not, and operate with high-performing teams in complex environments. They frame the next chapter around organizations and customers that treat innovation and transformation as a strategic advantage.
Reflection cadence and scaling decisions: revisit direction often, connect execution to customer impact, and deliberately scale or stop initiatives.
For brands planning a campaign
This offers a workshop module on operating cadence and portfolio choices.
A logistics technology client could examine which innovation efforts to scale, which to stop, and how teams keep execution tied to customer impact.
The post offers strategic framing, not a step-by-step product playbook.
Teaching and convening as recurring public formats
Across the four posts, Jeffrey Guss appears in several public formats: a book reflection recommending reading for product and innovation leaders, a recap of a large supply-chain leadership forum, a reflection on career and operating priorities, and a guest lecture with Copenhagen Business School students.
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The common thread is translating innovation and product-discovery ideas into settings where people discuss, question, and apply them.
Short-form commentary, event convening, and classroom teaching, each tied to a practical concept rather than a general update.
Ask for commercial speaking terms and paid availability before booking.
For brands planning a campaign
A brand can consider Guss for a keynote, moderated workshop, or teaching-style session. The strongest fit is a live, discussion-heavy setting where customer, product, and supply-chain teams work through a problem together.
Jeffrey Guss's posts name one employer and a small number of other organizations.
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They state that they headed Product Discovery at A.P.
Moller - Maersk and describe work at the company's supply chain forum.
A reflective post looks ahead to a next chapter.
The remaining names — Copenhagen Business School students visiting Maersk's headquarters and Simon Hill's book on expected value — are mentions in their writing, not paid or contractual relationships.
Ask them to confirm any sponsorship, affiliate, client, investment or owned-business arrangement.
A.P. Moller - Maersk
Employment
Guss's post says they headed Product Discovery at A.P.
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Moller - Maersk, working on supply chain, logistics and operations, with a focus on customer-centric product discovery.
They also write about the company's Supply Chain Leaders Forum, where customers, partners and technology teams discussed AI, automation and data.
Guss spoke to Copenhagen Business School students at Maersk's headquarters about supply chain management and product development, answering questions on market trends and product innovation.
Guss recommends Simon Hill's book Expected Value, describing its argument that innovation should be treated as a series of probabilistic bets and that the choice of metrics decides whether teams optimize toward mediocrity or toward long-term value.
Jeffrey Guss writes about product discovery and innovation metrics inside large logistics and supply-chain organizations.
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Start with the post on Simon Hill's Expected Value book, which explains why they see metric choice as the main lever on innovation outcomes.
Then read the A.P.
Moller - Maersk Supply Chain Leaders Forum recap for the customer co-creation argument, the Copenhagen Business School lecture post for a compact definition of product discovery, and the reflection post for how they prioritize scaling, stopping, and staying close to customer impact.
Ponce teaches supply-chain analytics and technology to professionals through webinars.
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Both Ponce and Guss argue that technology should follow the business problem, not lead it: Ponce tells webinar participants to start with the decision they need to make, while they frame innovation as a set of probabilistic bets governed by the metrics a team chooses. Both treat strong foundations and continuous learning as essential as AI advances.
Ponce teaches through MITx MicroMasters webinars, audience polls, and an analytics-to-AI curriculum for supply-chain professionals building skills. Guss teaches through an in-company supply-chain leaders forum and a Copenhagen Business School classroom session, focusing on product discovery and innovation metrics.
Abbey and Guss work at the intersection of supply-chain risk and technology, using short LinkedIn posts and live sessions to explain where supply chains break down and what to do about it.
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Both emphasize moving from reactive firefighting to more deliberate, intelligence-led decisions.
Abbey focuses on electronic component supply chains: BOM vulnerability, single-source dependencies, memory lead times, and Lytica's market reports and risk-intelligence sessions. Guss focuses on product discovery, customer co-creation, and innovation metrics, with reflection and teaching rather than component-market data.
Nelson and Guss post about logistics technology, customer partnerships, and improving supply-chain operations.
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Both write from inside logistics and supply-chain organizations serving large shippers, with customer success and operational reliability as recurring themes.
Nelson's posts are largely company and product news: a UPS Ready Premier Partner award for Shipium and a health-and-life-sciences supply-chain capability summary. Guss's posts focus on methodology and reflection, covering product discovery, innovation metrics, and teaching.
For a keynote or workshop on expected-value metrics and customer-centric product discovery, the topic is a reasonable fit.
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Jeffrey Guss's LinkedIn profile had 6,424 followers as of 10 October 2026.
Four posts point to content aimed at or about supply chain, logistics, product discovery, innovation, and leadership audiences: a Maersk Supply Chain Leaders Forum post describes 120+ leaders in the room; a Copenhagen Business School session covered supply chain management and product development; a book post discusses expected-value metrics for product and innovation leaders; and a reflection post addresses innovation, execution, and customer impact.
Before booking, request recent LinkedIn audience analytics for comparable posts—follower job function and seniority, geography, impressions, and engagement—and any audience survey results for product, innovation, and supply chain leadership segments.
The four LinkedIn posts are Jeffrey Guss’s own reflections on product discovery, innovation metrics, and supply chain work at A.P.
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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.
A B2B logistics technology company seeking sharper innovation leadership and customer-centric product discovery could bring Jeffrey Guss in for a keynote or workshop on expected-value metrics.
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The Simon Hill expected-value post states the method directly: organizations track outputs instead of outcomes, activity instead of insight, and short-term efficiency instead of long-term value.
The job is to design metrics that show whether decisions are increasing expected value.
The Maersk Supply Chain Leaders Forum post places Guss in a 120-plus-person executive supply-chain setting that emphasized questions over presentations and framed innovation as something built with customers, not only for them.
The Copenhagen Business School post offers a compact definition for product teams to work through: Product Discovery as turning complexity into clarity and ideas into impact through a customer lens.
A reflection post adds a portfolio angle: scale what works, challenge what does not, and keep execution tied to customer impact.
Before booking, ask for the speaking fee, media kit and booking route, plus a recording or client reference from a past session to assess format and room fit.
When to choose a specialist
For a campaign requiring guaranteed reach to a defined consumer audience, demographic targeting and performance commitments, or proven consumer-creative work, Jeffrey Guss is a poor fit based on the available posts.
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They give a LinkedIn follower count of about 6,400 as of 10 October 2026, but no breakdown by job function, seniority, geography, impressions or engagement.
That makes it impossible to promise who will see or act on a paid placement.
The posts do not specify sponsorship formats, a rate card, disclosure practices or an inquiry route; the #Partnerships and #CustomerCentricity tags appear in a post about customer and technology collaboration, not a stated paid offering.
The content is professional, enterprise-level commentary on supply chain, product discovery and innovation metrics—not consumer lifestyle or entertainment material for a consumer brand’s paid campaign.
They are also a poor fit for campaigns requiring a documented record of paid keynotes with client references and testimonials: the posts include none.
A worked campaign example
Campaign angle: "Rewriting the Metrics That Reward Innovation."
Target a B2B logistics technology company whose product and supply-chain teams measure activity and output rather than customer outcomes.
Format: a 60- to 90-minute keynote followed by a half-day working session for one or two product teams.
Sequence: (1) Open with the expected-value distinction.
Have each team write down the metric it currently rewards and the outcome it actually wants, then compare the two on a shared board.
(2) Run a customer co-creation module based on the Maersk Forum line that innovation is built with customers, not just for them.
Teams choose one live customer problem and map where a customer or partner should join the discovery loop, not just provide feedback.
(3) Use the Copenhagen Business School definition for a discovery exercise: turn one messy supply-chain problem into two or three testable product bets through a customer lens.
(4) Close with the scaling question from the reflection post: for each bet, decide whether to scale it, stop it or hold it, and name the owner.
Deliverables: a one-page metric rewrite per team and a shortlist of product bets with owners.
Test the session with one internal team before rolling it out across the function.
Before booking, confirm Guss's availability, format length and speaking terms through LinkedIn; request a recording or reference from a comparable session; and ask for audience analytics on comparable posts to check the seniority and function mix of attendees.
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.
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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.
The posts promote and recap a recurring webinar series tied to an academic credential, not a company-specific method for rewriting innovation metrics.
They do not say whether a session recording is available, provide a client reference, list fees or booking information, or show facilitation inside a single buying organization.
The poll results describe webinar responses, not the likely audience or seniority for a paid corporate session.
If a buyer needs expected-value metrics applied to one company's product bets, Ponce's posts offer foundations-first and problem-first principles, but not metric design or documented enterprise workshop experience; ask for both.
Choose Gerry Abbey when the buying problem is component-level supply risk and the audience is enterprise procurement rather than product discovery.
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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.
Both posts are vendor content on behalf of Lytica, leading to a product funnel: register for the session, download the report, book an 'Art of the Possible' call.
The analytical frame is electronic component categories and risk intelligence, not product discovery, customer co-creation, or choosing metrics that reward innovation.
The speaker hosts and convenes subject-matter guests rather than delivering a method to a product organization.
Treat the 18% lead-time figure as a claim from the company's own market report, not an independent measurement.
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.
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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.
The posts market company capabilities through award framing, feature checklists, and a company analysis.
They focus on a partnership and platform, not innovation leadership or customer-centric product discovery, and say nothing about expected-value metrics or running a discovery exercise with customers in the room.
A buyer seeking a facilitated method for product teams would trade away the central deliverable to gain channel proof.
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.
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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.
None of the three alternatives documents the specific combination a buyer needs: a stated innovation-metrics method plus a documented enterprise workshop with product teams.
Swapping to Ponce, Abbey, or Nelson means changing what the engagement delivers, so the buyer should decide which part of that combination is non-negotiable before choosing.
An unresolved information gap applies across all four: no webinar or session recordings, no fees, formats, or booking routes, and no independent confirmation of the roles named in the posts are available, so availability and room fit still need direct confirmation.
Four LinkedIn posts by Jeffrey Guss cover innovation metrics and expected value, a Maersk Supply Chain Leaders Forum, a reflection on career and reflection cadence, and a guest session with Copenhagen Business School students at Maersk headquarters.
The posts are short, concept-led, and tied to teaching or convening settings rather than long-form publishing.
The posts carry no publication dates, so their order and currency cannot be established.
A follower count of roughly 6,400 was observed in October 2026, with no job function, seniority, geography, impression, or engagement breakdown, so audience composition is not documented here.
The similar-creator comparisons on this page draw on dated LinkedIn posts from Eva Ponce, Gerry Abbey, and Ken Nelson.
Gaps that remain actionable: the posts do not mention a signature book, show, or earlier career material, so the opening accounts for the work shown but does not establish whether other well-known work explains name searches; no long-form articles, videos, transcripts, media kit, pricing, or booking route appear here.
The posts show what Jeffrey Guss has shared here, but do not establish what Jeffrey Guss has or has not done.