Why I'm Starting This?

Over the past few years, I've found myself spending less time thinking about software and more time thinking about economics.

That may sound like an odd shift for someone who has spent most of his career working in B2B software. Yet the more conversations I have with founders, executives, customer leaders, investors, and operators, the more I find myself returning to the same question: what if the biggest change happening in software isn't technological, but economic?

On the surface, the industry appears to be obsessed with AI. Every week brings new models, new products, new funding rounds, and new predictions about how work will change. These developments matter, of course. But what increasingly captures my attention is not AI itself. It is the way AI is exposing and accelerating changes that were already underway.

For nearly two decades, software companies operated under a remarkably attractive set of economic assumptions. Products could be replicated at almost zero marginal cost. Successful applications often enjoyed years of differentiation before competitors caught up. Once embedded into customer workflows, switching costs created strong retention and highly predictable revenue streams. The SaaS model became one of the most admired business models in modern economic history because these characteristics created extraordinary leverage.

Today, many of those assumptions appear less stable than they once did.

Features that previously required years of development can now emerge in a matter of months. Customers have access to increasingly sophisticated building blocks and can assemble solutions in ways that were previously reserved for software vendors. Product advantages seem to erode more quickly. At the same time, implementation, services, enablement, and change management — functions that software companies often treated as secondary to the product itself — are becoming strategically important once again.

The result is that I find myself hearing different questions from executives than I did only a few years ago. The conversation is becoming less about what software does and more about what outcomes it creates. Less about access to functionality and more about measurable business impact. Less about the application itself and more about the entire system required to deliver value.

This shift may sound subtle, but I suspect its implications are profound.

If customers increasingly buy outcomes rather than tools, many of the categories that define today's software landscape begin to feel incomplete. Customer Success Platforms, CRM systems, Professional Services Automation tools, support platforms, implementation teams, managed services, and AI agents are all typically treated as separate domains. Yet from the customer's perspective, they are often part of the same journey: achieving a desired business outcome.

Viewed through that lens, the boundaries between these categories begin to blur. The distinction between software and service becomes less obvious. The distinction between human work and machine work becomes less obvious. Even the distinction between pre-sales and post-sales starts to feel less relevant than it once did.

Increasingly, it feels as though enterprise software is moving toward a model where all of these functions converge into a single operating system for delivering customer outcomes.

I don't know exactly what that future will look like. In fact, one of the reasons I'm starting this publication is because I don't think anyone does.

I'm not an analyst. I'm not a venture capitalist. I'm not a consultant attempting to fit every observation into a predefined framework. I'm an operator who spends his days speaking with people building software companies and leading customer organizations. This publication is simply an attempt to document the patterns I'm seeing, the questions I keep returning to, and the ideas that feel increasingly difficult to ignore.

Some articles will explore how AI is reshaping the economics of software. Others will focus on Customer Success, services, retention, and value realization. Some will be reactions to research reports, earnings calls, or conversations with operators. Many will simply be attempts to make sense of signals that appear disconnected today but may prove significant in hindsight.

One lesson I've learned over the years is that major transitions rarely arrive with a clear announcement. They emerge gradually through weak signals, small contradictions, and subtle shifts in behavior. A founder starts describing their company differently. An investor begins rewarding a new metric. A customer asks a question that would have sounded unusual only a few years earlier. None of these moments matter in isolation. Together, they can reveal that the underlying economics of an industry are changing.

My belief is that we are living through one of those moments in software.

Not the end of SaaS. Not the replacement of software by AI. But a deeper transition in how value is created, delivered, measured, and captured. A transition that will likely reshape products, organizations, business models, and categories over the next decade.

This publication exists because I want to explore that transition in public. If you're a founder, operator, investor, or customer leader trying to understand where enterprise software is heading, I hope some of these observations will be useful.

And if you're asking yourself similar questions, I'd be delighted to have you along for the journey.

Benoit