I spend much of my time thinking about how companies make decisions based on stories drawn from data. These stories are shaped by numbers, patterns, and assumptions about what drives performance. The challenge is deciding whether they reflect reality or hide risk by overlooking deeper causes. Finance, Revenue Operations, and Strategy (FROS) leaders at large organizations rely on reports from Go-to-Market (GTM) teams in sales, marketing, product, and customer success. These explanations often go unchallenged. Assumptions are accepted as status quo, even when they deserve deeper scrutiny. At Piar, we facilitate a paradigm shift in how these leaders interpret GTM activity. Through panels, workshops, and hands-on training, they learn to recognize bias, assumptions, untested correlations, ...