Thinking out loud on product, people, and building companies worth working for.
I tested the scaling wall framework against 51 real careers, 45 primary sources, and the Jevons Paradox. The result is a career disruption matrix that reaches the opposite conclusion from most of what's on your YouTube feed. 43 out of 51 careers land GOOD or PIVOT.
Read →Sixty years ago, economist William Baumol figured out exactly why service industries can't just grow their way out of a capacity shortage. The wall he described is real, structural, and everywhere. AI might be the first technology capable of lowering it.
Read →The dominant AI narrative is fear. But what if the real story is abundance — breaking through the ceilings that have held industries, entrepreneurs, and human potential back for decades?
Read →A roadmap that can't say no isn't a strategy — it's a backlog with dates. Here's what separates the ones that actually drive focus from the ones that just make everyone feel better for a week.
Read →Everyone says it. Almost nobody can define it when you ask them to. Here's what I actually look for — and why your first 20 hires will set the cultural ceiling of your company for years.
Read →AI doesn't improve judgment. It amplifies it — which means it amplifies the absence of it just as efficiently. This is not a warning about AI. It's a warning about what you actually need to invest in.
Read →Most healthcare IT projects are designed to satisfy the person who holds the budget. That person is almost never the one who has to use the product every day.
Read →I've been using AI tools heavily as a CPO for the better part of two years. The honest version of what's changed is more nuanced than most of what I read about it.
Read →The metrics that got you to your first million in revenue will not get you to ten. In fact, they might actively prevent it. But by the time that becomes obvious, the habit is very hard to break.
Read →If you've ever walked out of a meeting convinced you had alignment — and then watched nothing happen — you've experienced the counterfeit yes. Learning to recognize it changes everything.
Read →These two things sound like the same thing. They're not. Confusing them is one of the more expensive mistakes a product team can make.
Read →One of the most important things you can do early in a startup is figure out what type of problem you're actually solving. The answer should change everything about what you do next.
Read →By the time a customer churns, the problem that caused it happened months ago. Most churn programs are studying a patient who's already gone. Here's a better way to think about it.
Read →One of the Anthroware proverbs is this: have a reason for doing everything. It sounds obvious. It is not obvious. Most teams violate it constantly — and it costs them more than they realize.
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