Polish Statsbomb case study: remove defensive phrasing

Three consistency fixes to reach 9/10 quality:

1. Remove "geo-political" inconsistency in "What I'd Change" section
2. Eliminate defensive "not because..." phrasing in External Constraint
3. Strengthen regret framing → forward-looking lesson learned

Result: Consistent narrative, no defensive language, confident tone
throughout. First impression: technical strength + authentic growth.

Author: saadshahd

src/pages/portfolio/statsbomb.mdx

@@ -736,15 +736,15 @@ They took the foundational concepts and applied them to contexts we hadn't explo
 
 <Accordion summary="The External Constraint" class="mb-6">
 
-In 2022, I left Egypt. By then: 1000+ collectors, internal DSLs shipped, American football expansion worked. The customer-facing DSL that would let clients define their own derived facts remained unfinished—not because the architecture couldn't support it, but because team building started too late.
+In 2022, I left Egypt. By then: 1000+ collectors, internal DSLs shipped, American football expansion worked. The customer-facing DSL that would let clients define their own derived facts remained unfinished when I left—team scaling became the bottleneck, not the architecture.
 
 </Accordion>
 
 **The Lesson**
 
 Team building isn't separate from technical work. It's the multiplier that makes ambitious architecture sustainable. Waiting until year three to expand beyond the two-person partnership meant racing against time when external constraints intervened.
 
-If I could rewind: I would invest in Waheed, Hadeel, and Abdallah alongside Adham from year one. Not year three. The technical concepts would have propagated faster. The subsystem ownership would have emerged earlier. And maybe—maybe—we would have finished the customer-facing DSL before I left.
+The lesson: distributed ownership from day one, not year three. The architecture proved its value—scaling to 1000+ collectors across multiple sports. The team multiplied that value. Waheed, Hadeel, and Abdallah should have started alongside Adham from year one. The technical concepts would have propagated faster, subsystem ownership would have emerged earlier, and the customer-facing DSL would have shipped.
 
 Architecture shapes what's possible. But people make it real.
   </section>
@@ -759,7 +759,7 @@ Architecture emerged from observing where collectors struggled—watching hesita
 
 **What I'd Change**
 
-Invest in team building from day one, not year three. The two-year delay meant racing geo-political constraints before completing the customer-facing DSL. Adham, Waheed, Hadeel, and Abdallah iterated beyond the original design—they should have started sooner.
+Invest in team building from day one, not year three. The two-year delay meant racing time when I relocated. Adham, Waheed, Hadeel, and Abdallah iterated beyond the original design—they should have started sooner.
 
 Event storming from Day 1, not month 6. Understanding bounded contexts (match metadata, event collection, people coordination, media management, contextual aggregation) shaped every technical decision.