Latest Essays
I didn't hire an agency or pull an all-nighter. I directed a team of six — a chief of staff, a designer, a developer, a researcher, a writer, and an engineer — none of whom are people. Here is the unedited story, in their own words.
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When most of your workforce is agents, the founder's job shifts from directing people to designing the conditions under which judgment happens. The old leadership virtues survive the translation; the tactics mostly don't.
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Output stopped being scarce. The bottleneck moved to the slow, lived-in kind of knowledge that no machine can pour out fast — and that is now the thing worth guarding.
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Machines have absorbed the analysis. What remains is the harder, stranger work of deciding which problems are worth solving at all — a judgment no model can make, because it has nothing at stake.
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For the first time in my career, the most ambitious thing a founder can do is often not to raise at all. The economics that made venture capital mandatory have quietly stopped applying.
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Automation doesn't happen to jobs. It happens to people. A builder who refuses to look at that directly isn't being neutral — he's being a coward with extra steps.
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The most honest way to claim how work will change is to build the company that only makes sense if you're right — so the product becomes the proof, and every failure is in public.
Read MoreThe most consequential technology of our lives — what it can do, what it can't, and what it asks of us.
10Building in public — the real story of constructing MPYR AI and the agent teams that run it, told as it happens.
01Building software in the age of machines that build — the craft, the tools, and the changing nature of the work.
07Who you start with and who you hire first — the earliest bets, and the ceiling they quietly set.
02How automation reshapes careers, teams, and the meaning we draw from what we do all day.
10Meaning, mortality, and purpose — the human questions no technology will ever answer for us.
03How to raise, when to raise, how much to raise — and, just as much, from whom to, and not to, raise.
04Power, institutions, and the social contract as intelligent machines reorder how we live together.
04Conviction, taste, and small teams — what it takes to build something real from nothing.
09The leverage modern tools hand to anyone bold enough to wield them — and the skill to use them well.
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