Essays, field notes, and the occasional half-formed argument about leadership, AI, humanness, and the work of building what's next. Written the way I think — personal first, useful second, polished third.
I used to think the AI transition was a technology story. Turns out it's a leadership story, and most of us are reading the wrong book. Here's what I got wrong about the last eighteen months — and what I'm telling every founder I advise to do before summer.
Read the essay →A year ago, the loudest people in the room were the AI evangelists. This year, the loudest are still the same people. The quiet ones? They're shipping.
Read →For a long time I thought the moat was the product. Then I thought it was the distribution. Now I think it's the thing we keep trying to optimize away.
Read →The most important move I made this year was a week where I didn't make any. Here's what happens when you stop confusing motion with progress.
Read →Every client I've worked with this year thought they were buying a tool. What they actually bought was a forcing function to confront how they were working.
Read →Money is infinite. Attention is optimizable. Time is the only thing none of us gets more of, and we act like it's the thing we have most of.
Read →Everyone is telling founders to find their why. Nobody is talking about what happens when the why becomes a prison. This is the conversation I wish someone had had with me at thirty.
Read →Three times I've built a company into a "best places to work" list. Every time it was the same handful of boring decisions. None of them were perks.
Read →I used to think selling a company felt like a finish line. Four exits in, I can tell you what it actually feels like — and why the next morning is the one that matters most.
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