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I worked in corporate for 15 years and then I launched my business over 14 years ago now.

The through line, even with my corporate job, which was in advertising sales and the media.

I've always been fascinated by messaging and how businesses attract their ideal client.

I see this as another chance to take a step back, look at everything, say, okay, is my current message the message I want to continue to have as I move forward.

If any of this ever feels overwhelming, just take a deep breath and take one step forward.

I still believe in just being your human self.

Think about what is my desired outcome and then take one step towards that.

I'm all about transparency.

I'm in the process of doing that myself because we've evolved the business and the message.

I see this as an opportunity to take a step back, look at the big picture of your business.

Think about what is it that I want to be known for.

Even some very established entrepreneurs I know that are friends of mine have just said, take a look at everything to make sure it's accurately describing where you are and where you want to go.

I started back in 2010 building websites for clients.

I was in school for design, learning graphic design, web design.

I dropped out of college, started getting paid to learn.

We built a pretty successful software company back in 2013-14 doing Facebook lead generation.

We had like 50,000 people use our product.

I found that just making something that looks nice doesn't pay the bills.

We spent all this time building these perfect websites and then they didn't help the business grow.

Facebook had all their issues with the first Trump election and they froze all their APIs.

Basically froze that whole project.

I started using Google Slides.

I built a whole business doing templates with Google Slides back in 2015.

I became their top affiliate really quick just because I was really passionate about it.

I was teaching and showing people how to actually use it.

It's 25 years I've been doing this.

I literally started in college.

I started within what a couple of years of Facebook having launched.

When I started, Google was just brand new.

I don't like to be trendy and I think one of the reasons I've lasted 25 years through God knows how many challenges, through ups and downs and I'm still here and I'm still better than where I was every time.

I stick to the simple basics.

I stick to the core of human psychology.

My beginnings in the world of digital businesses started in the copywriting world, which is a whole ironic story I won't get into right now because I hate writing.

I got somehow connected to one of the top copywriters in the world, who happens to be the younger brother of the top copywriter in the world.

Randomly got connected to him.

He convinced me.

He became my mentor.

He taught me.

One thing that he taught me when he taught me copywriting was we didn't talk about copy at all.

We talked about psychology.

We talked about how the brain works, how a consumer's mind works, how they think.

We talked about the trust cycle.

We talked about how people make purchase decisions.

That's human behavior.

That doesn't change year over year.

That changes century over century, decade over decade.

I haven't ridden a trend.

I've ridden a core formula, foundational psychology of how it works.

Why did I even want to build that tool?

Well, because I got sued by the FTC a few years ago.

The worst thing that could happen to me somehow led to the greatest thing that's ever happened to me.

I spent $10,000 in legal fees getting a webinar file reviewed.

It took them two weeks to get back to me, which in marketer languages, an eternity.

I wanted to run that webinar the next day.

Two weeks, they send it back, 10 grand, zero help.

I spend maybe five minutes a day on support, like actual support.

And most of my day now is spent on really the marketing stuff.

We just crossed 30K a month.

We kind of reset a year ago because the company almost collapsed a year and a half ago.

Don't include the Stripe fees, our overhead's like 500 a month.

So it's very low.

I don't feel this need to get to 60K or 100K a month.

I'm not a car guy or anything like that.

My whole thing is, how long can I keep it solo?

That's my scorecard.

I want to find ways of making it so I can continue to grow the business 2X and 3X from where we are today without scaling headcount.

If I was to hire anybody right now, it would be somebody who knows developing but has really embraced AI.

All I need is somebody who, if shit hit the fan, they could log into our server and they know enough about Linux to fix it.

If I'm on an international flight and the Wi-Fi is not working and it goes down, there's only so much the agent stuff can do.

With each integration, there is new risk in the sense that what if Intercom's API goes down?

That's something we need to pay attention to.

I can not only ship new features the way a big company can, but I can also do the content marketing.

I can also do the live calls where I'm doing a sales call a few times a day.

And have enough time to hang out with my family or go to the gym or play tennis.

After nine months of doing that every single day, I quit my nine to five because I matched my salary.

And then I went full-time creatorpreneur.

The beauty of building a personal brand is that I'm testing a SaaS tool, I'm building a community, I've got my LinkedIn agency, I'm building a Substack audience.

All because I just create content.

Every serious new SaaS or startup nowadays, they typically have founder-led growth.

They have their founders on LinkedIn on every platform, shouting about it and growing online.

That is the biggest moat and thing that will differentiate you in 2026 and beyond.

I know how hard it is for a lot of people to replicate the process that I've created.

So I thought, why not package that process into a tool.

I was working full time and was very much driving a lot of the AI innovation at work.

I'd come in every day and share a new workflow with my boss.

But we didn't have time to implement.

I'm still in my 20s.

I still want to just test as much as possible and then really figure out what's going to be the billion dollar business idea.

And then just double down on that.

I have about 20 projects on Vercel currently.

This site here gets about 30,000 visitors per month and I still haven't hit the paid plan.

I got my start in marketing almost 10 years ago as a junior marketing intern working at a tech company and immediately fell in love with the world of startups and tech and SaaS in particular.

My calling and my vocation is just to be an entrepreneur.

I love building businesses.

I love helping other people build their businesses too.

But fundamentally I also want to build my own.

I bought coding courses.

I bought coding books.

I did the little online tutorials.

I even had an app that tried to teach me Python and Rails and JavaScript.

Nothing really stuck.

There's this guy named Ryan Kulp who was like, if you're having a hard time doing this by yourself, I'm going to have a small group of people fly to my house.

For two weeks, I'm going to teach you how to code.

I thought, that is what I need.

I flew across the country and stayed in his house with nine other strangers.

We basically had a kind of informal coding bootcamp, but it was super practical and hands-on.

Another founder named Alex McCaw, who's the founder of Clearbit, he was like, hey, just found this VS Code fork that has ChatGPT in it.

And I thought, oh my gosh, that sounds amazing.

Because I don't care about coding.

I don't care about programming.

What I care about is the end result.

I'm a little more old school in that sense.

I don't like to do work unless I'm sitting down at my computer to actually work.

So his goal is within 36 months to sell for 20 million.

I'm happy to give this away to anybody because it helps us, it helps you.

It's not like when you're successful, somehow it takes away from us in any way.

We force. force sounds bad. we highly encourage all of our team members to go from being workers to being managers.

I've spoken at 850 conferences all over the world.

When I go on stage, I don't do PowerPoint.

I literally open up my laptop and I'll take Q&A or I'll talk about examples that have just happened from the last few days.

I took on business partners and generated six million in 24 months.

Had the biggest two years of my life.

And then my business partners were wild and spent a ton of money.

So I had to take the company back.

We had done 22 launches in 24 months.

We were launching on a monthly basis.

We were spending hundreds of thousands of dollars on ads every single time.

The same beta testing methodology that I used from 2016 all the way to present day that had generated over $9 million stopped working.

We would spend $30,000 on ads expecting $150,000 to $250,000 in return.

And we would spend $35,000 on ads and make $35,000.

Live launches are not working the way that they were.

Launches were at an all-time low.

We got to reinvent what we're doing here.

A woman who was a coach got a valuation for her coaching business and it came back at about $1.5 million.

She had a piece of software.

The software got a valuation of $100 million.

Same company.

This thing that I've just showed you, if I died tomorrow, it could go on without me.

I don't have to go in and answer questions.

The number one thing my Secret AI Society members said was, I get lost.

I get lost in the program.

Even though we have a GPT that creates a custom path for them, they still can't figure it out.

We're gonna make everything idiot proof now.

People don't want to think or make decisions.

This is the thing I love.

What is the fastest way you can get somebody a result.

The thing that we're talking about is so unique to who you are and what your method is.

You could literally create something unique based on your own methodology that would make you a competitor of zero.

My biggest fear with launching to my 70,000 person email list was that it costs money for them to come in.

If the conversions weren't there, I could lose a lot of money.

The five step system starts with digital assets.

Figuring out what your customers want and then creating the mini courses, the guides and everything with AI.

That means you could be making passive income.

Our dream is that everyone could have their dream coaching business with themselves, their VA, and their AI.

I don't want to do anything my VA could do.

I don't want my VA to do anything AI could do.

So that's the three tiers of things.

My VA is very AI savvy.

She's never going to be replaced by programs because she's running the programs and she's learning the tools.

She's doing more complicated stuff now than she was before because she's developing automations.

Map your dream coaching business first.

Forget AI for now.

Do I want one-to-one?

Do I want membership?

Do I want group calls?

How do I want to spend my day?

And then figure out which tools make sense.

We don't want to confuse them.

We want to just show them the path because they know how to follow it.

They're all people who aren't afraid of working hard.

They just don't want all this shiny object stuff going on.

Go back to you and think, what do I want to do?

Who do I want to serve?

What does my dream coaching business look like?

What does my dream creator business look like?

And then figure out which tools make sense because they do the job of moving people to the next stage.

It still comes down to solving problems.

I have a framework called PIPO.

Problem, inputs, process and outputs.

We're still solving problems for profit.

Some people forget about that.

They get hyped up by the AI and end up creating all this stuff.

And it's like, okay, are you really solving a problem.

What problem am I solving?

What inputs do I need from the user?

What is the tool going to do with the questions that are answered?

What does the output format look like?

If you map those things out ahead of time, your agent will be more cohesive.

If I could build the iPhone of conversion assets for this industry, that's going to stand out.

I am a lifestyle entrepreneur.

I'm not building a unicorn SaaS that I'm going to sell for a 7X EBITDA exit.

I'm not even really selling AI or selling software.

I'm selling my brain with the AI and my coaching time.

I know my lane.

My focus is on building audiences and sharing information.

I'm not a deeply technical person.

I've been selling my expertise online now for coming up on 13 years.

I created my first AI tool in early 2023.

About three years ago, specifically helping people write webinars better.

I've been iterating and expanding upon that ever since.

My first product sales were selling eBooks online for like $47 in the health field.

I was a physical therapist.

I was one of the first physical therapists to create YouTube videos.

I learned a little bit of YouTube SEO from James Wedmore.

I could rank these videos in a couple of days on YouTube.

Back in the day it's different now.

A corporation's primary goal is to make money. Government's primary role is to take a big chunk of that money and give to others.

Building Oracle is like doing math puzzles as a kid.

I have had all the disadvantages required for success.

I think after a certain amount, I'm going to give almost everything I have to charity. What else can you do with it? You can't spend it, even if you try. I've been trying.

It's Microsoft versus mankind, with Microsoft having only a slight lead.

The most important aspect of my personality as far as determining my success goes; has been my questioning conventional wisdom, doubting experts and questioning authority. While that can be painful in your relationships with your parents and teachers, it's enormously useful in life.

We will still be enormously profitable and by far the most profitable enterprise software company.

You can't worry about it, you can't panic when you look at the stock market's decline or you get frozen like a deer in the headlights. All you can do is all you can do.

Because software is all about scale. The larger you are, the more profitable you are. If we sell twice as much as software, it doesn't cost us twice as much to build that software. So the more customers you have, the more scale you have. The larger you are, the more profitable you are.

Everyone thought the acquisition strategy was extremely risky because no one had ever done it successfully. In other words, it was innovative.

Life's a journey. It's a journey about discovering limits.

There's a wonderful saying that's dead wrong. 'Why did you climb the mountain? 'I climbed the mountain because it was there.' That's utter nonsense. You climbed the mountain because you were here and you were curious if you could do it. You wondered what it would be like.

Five years from now, I don't know how I'll think.

I think you might see us growing much deeper into banking. You might see us acquiring companies in the banking area. You might see us acquiring companies in the retail area. I think you might see us acquiring companies in the telecommunications. I think you will see us getting stronger in business intelligence.

If your cash is about to run out, you have to cut your cash flow. CEOs have to make those decisions and live with them however painful they may be. You have to act and act now; and act in the best interest of the company as a whole, even if it means that some people in the company who are your best friends have to work somewhere else.

Microsoft is already the most powerful company on earth but you ain't seen nothing yet.

Those that believe this is merely a downturn are mad. Our industry is going to mature and as something matures, the rate of innovation does slow.

When you are the first person whose beliefs are different from what everyone else believes, you are basically saying, 'I'm right and everyone else is wrong.' That's a very unpleasant position to be in. It's at once exhilaration and the same time an invitation to be attacked.

Bill Gates is the pope of the personal computer industry. He decides who is going to build.

I saw that we needed to grow but our top line wasn't growing, so we had to find other ways to grow the business. We had to reshape our business and acquire share in a non conventional way. But most tech leaders don't come out of a business background. They really have a parochial point of view. All they know are the go-go years of Silicon Valley. That's the environment in which they were raised.

I was vehemently against acquisitions. Now let's buy everything in sight. Well, that's a slight exaggeration. We are a little more strategic than that. But everything was on sale.

In order to grow at this pace, there will have to be a couple of acquisitions along the way. The tricky thing is to grow at this rate and maintain a 40 percent operating margin.

Our goal is simply to become the desktop for e-businesses.

You have to take a broader view and realize this is an industry like any other – telecoms, Railroads; they went through consolidation. Why shouldn't the computer industry be any different? This shouldn't have been a surprise to anybody but it seemed to be, and a lot of people thought I was nuts when I said these things. And that's why they are alone as a consolidator.

Bill Gates wants people to think he is Edison, when he's really Rockefeller. Referring to Gates as the smartest man in America isn't right. Wealth isn't the same thing as intelligence.

I am also involved with all the acquisitions and overall strategy. Now it's true, I don't run operations. But I've never really run operations. I've never had the endurance to run sales. The whole idea of selling to the customer just isn't my personality. I'm an engineer, tell me why something isn't working or is and I am curious.

I'd prefer people read about Churchill and how he wasn't overwhelmed by Nazi Germany. Amazing; that the morale of a country rested on one person's shoulders. Extraordinary people carried that country through its darkest hours; truly inspirational. I suppose that's my theme. Whether it's a biography or a movie; whether it's fictional or true, I'm inspired by people doing great things.

In some ways, getting away from the headquarters and having a little time to reflect allows you to find errors in your strategy. You get to rethink things. Often, that helps me correct a mistake that I made or someone else is about to make.

So what makes me happy? I was really happy to build this house. That's it; building things. The trouble with software is that it's very hard to show your aunt in Florida what you've done.

We have been doing things that are contrary; the things that people tell us won't work from the beginning. In fact, the only way to get ahead is to find errors in conventional wisdom.

When you live your life in different ways, it makes people around you become uncomfortable. So deal with it. They don't know what you are going to do.

You realize that life is short and fragile; and when you are facing walls of water, you understand your own mortality can change and how quickly things could change.

2020 and 2021, I had 47 employees.

It ranged between 43 to 47 employees with a CMO, COO, all of those big salaries.

To be honest, it was actually a real big headache for me to run that thing.

Now I only have three employees.

I'm actually going to hire one more person which is a different role than I've ever hired before.

An AI automation specialist.

I'm looking for a salary which is kind of equivalent of a previous COO salary.

If you think about those three employees plus me and I used to have 47, each person is basically now worth like 12 people.

That's absolutely insane when you think about it.

If you have a good AI person on your team, they're literally the equivalent of hundreds of employees.

If I was starting from scratch right now, I would hire an AI specialist because they can do the AI implementation for me.

Operations managers are still thinking through the old way of thinking.

Okay, I have a problem, who do I need to hire to solve that thing.

Now you shouldn't immediately jump to that.

Now employees can level up to be more like strategic thinkers.

They're managing workflows rather than doing the work.

I was completely bored of my business.

Really so bored.

And it wasn't giving me joy.

For me that was happening for two years.

Instead of teaching, how can I tool them.

How can I give them tools rather than teach.

I think that's a really cool thought process moving forward for anyone.

Anyone now can build a crappy funnel.

Putting content out for the sake of content, websites for the sake of websites, that's taking space.

What we're really doing is taking specialized knowledge and actually getting performance.

This really isn't about collecting new information.

The intention is to give you a new lens to look at your future through.

If you don't know why you're doing this, you're not really clear on the context of why it matters to you.

Any opportunity, anything anyone says to you, any new technology, you're like, oh, I should try that.

But you just kind of derail yourself.

That was literally the moment for me that I discovered I need freedom.

Like I need oxygen.

These things for me, they're the same thing.

Purpose isn't just a nice thing to have.

It's really the foundation of building a brand that people believe in.

If anything that comes up as an opportunity doesn't really fit within that particular structure, it's a no.

We generally know what we know.

We know quite a bit about what we don't even know.

But what you don't know you don't know.

That's distinct.

Some things that we interact with are outside of our realm of understanding.

If we don't have the right lenses or the right perspectives, literally we could be losing millions of dollars.

For years I legitimately would not create videos of myself even though I had this cinematography background.

I wasn't really clear on what my personal brand was.

That was a blind spot for me.

Most people think if you start a business, you're just going to do really well.

The numbers say differently.

It's really hard.

A lot of money that gives you no time to spend with your loved ones or no time to travel might feel like prison to you.

I took everything of value that I had and I sold it just to get the tickets to get to this thing.

I didn't have enough money to get back.

It never would've happened if I wasn't in the room.

Care without money just leads to burnout.

Money without care just leads to emptiness.

Care with money leads to legacy.

They were doing about a hundred million dollars a year with their gut health course.

But they only had a 3.9% completion rate.

Most people just fell out of their funnel or disappeared.

They definitely did not make those secondary, third, fourth, fifth purchases.

It should have been a multi-billion dollar exit and it wasn't.

All because of that.

Nothing's more annoying to your audience than pretending to be an expert and selling them a fake promise.

Once you sell it to them and they get on the other side of what they bought, that's when things come to meet Jesus.

I don't need to know software.

I need to know some brilliant people.

And I do.

It changed all of how I think about what I personally had to have as my skillset.

I wasn't aware really that people were making a lot of money in their sleep.

You need to figure out how to make yourself more scalable.

It's one thing to produce it, it's another thing to own it.

You have to be the claimant of what it is that you're saying that you made.

We're taking our frameworks and remapping them for different audiences.

There's nothing that says you can't do that.

My highest value is continuous improvement.

I always want to know what can we do better.

Even if it is the tiniest, most incremental little thing, if we can improve that even 0.1%, it's still better than we were yesterday.

All of my friends who have younger siblings who are going to college or high school – my number one piece of advice is: You should learn how to program.

Facebook was not originally created to be a company. It was built to accomplish a social mission – to make the world more open and connected.

Find that thing you are super passionate about.

Simply put: we don't build services to make money; we make money to build better services.

We don't build services to make money, we make money to build better services.

People think innovation is just having a good idea but a lot of it is just moving quickly and trying a lot of things.

This is a perverse thing, personally, but I would rather be in the cycle where people are underestimating us. It gives us latitude to go out and make big bets that excite and amaze people.

I think that people just have this core desire to express who they are. And I think that's always existed.

You don't get to 500 million friends without making a few enemies.

My goal was never to just create a company. A lot of people misinterpret that, as if I don't care about revenue or profit or any of those things. But what not being just a company means to me is building something that actually makes a really big change in the world.

I literally coded Facebook in my dorm room and launched it from my dorm room. I rented a server for $85 a month, and I funded it by putting an ad on the site, and we've funded ever since by putting ads on the site.

One of things that I do focus on at Facebook is making sure the culture is very friendly and that people hang out. So instead of having 20% of people's time working on projects I make people hang out with each other.

I made so many mistakes in running the company so far, basically any mistake you can think of I probably made. I think, if anything, the Facebook story is a great example of how if you're building a product that people love you can make a lot of mistakes

We want Facebook to be one of the best places people can go to learn how to build stuff. If you want to build a company, nothing better than jumping in and trying to build one. But Facebook is also great for entrepreneurs/hackers. If people want to come for a few years and move on and build something great, that's something we're proud of.

I know at least for probably the first eight years of building businesses, my stuff was all over the place.

I couldn't find anything, didn't know what my numbers were.

But I made it work.

I got away with it back then.

At the end of the day, the numbers tell whether it's performing or not.

I'm willing to compromise a little bit on design if we can move faster.

Especially as a small business, branding doesn't really matter that much.

The important thing is to move fast and create great products.

Half of the people that I meet, or even 75%, don't really actually understand what they are doing with their business.

If you keep rebuilding a new process every time you do something, you are going to be exhausted.

And speaking of these AI agents, you'll not be able to teach them how to do something the way that you want it because you don't even know what you want.

I created the SOAR framework framework so that you can create a framework.

It's very meta.

I took all of the frameworks that I have in our coaching program and I put them into this giant poster that I now can hang on a wall or use as a pop-up stand at events.

You have to have clarity.

You have to have courage.

That leads to confidence.

That unlocks your creativity.

Then you have to use your critical thinking.

Our whole thing is now we're going to start having events where we're actually installing our system into your process.

Just don't skip the part about figuring out who you are as a human being.

I think our personal brands are the most important thing right now and building those real relationships.

So figure out who you are first and then give yourself the gift of taking some time to put those systems into place.

I know it may take a little more time upfront, but it is gonna be so worth it on the backend.

Get out there and actually do real things.

Don't let this stuff get dusty sitting on your computer.

Go talk to humans and make magic happen.

Your personal brand is the most valuable asset you can build. It compounds over time and no one can take it from you.

I hired an editor part-time, maybe after a year.

Then it was trying a few editors.

I was finally lucky to find one that's still with me today for more than a year.

I added a copywriter to the team, designer.

Now I'm finding another person to help me manage stuff.

People could think, why copywriter when you have AI?

Well, they are using AI.

So it's like three copywriters.

They come to me because of the reach that I have.

I get like 30 to 50 million views across my socials.

Naturally a lot of people just DM me with all kinds of offers.

Having the technical person using AI while you focus on the whole idea, the businesses, getting to the audience.

I feel like it's enough in today's age.

The marketing person and the technical person.

I want to go to a lot of conferences.

I just enjoy going.

Connect with more creators and builders and just continue growing.

I don't love a business where you're pretending to be someone you're not, because that's a fraud.

There are the biz op chasers, the shiny object chasers, the people who sit in a basement all day who have no drive, no soul, and all they care about is the money.

I don't think they're really contributing much to the world.

It is not a game for the weak of heart.

It is not a game for people who are half in.

You're either all in or you're not.

But once you have the attention, it's much, much easier to monetize.

My advice for an entrepreneur just starting out is to differentiate yourself. Why are you different? What's important about you? Why does the customer need you?

I feel like money makes you more of who you already are.

Money is fun to make, fun to spend and fun to give away.

I'm just like so many women - I was frustrated, I had these white pants that I had spent a lot of money on, and you get home and you think, 'What am I really supposed to wear under this?' So it was a frustrated consumer moment.

It's the power of the brand. We've never formally advertised.

You've got to visualize where you're headed and be very clear about it. Take a Polaroid picture of where you're going to be in a few years.

Ideas, even million-dollar ones, are most vulnerable in their infancy; don't share them with too many people. However, don't hide your plan from people who can help you move it forward.

Most of us want to tell our coworkers or friends, or husbands or wives, our ideas. For what reason? We want validation. But I feel ideas are most vulnerable in their infancy. Out of love and concern, friends and family give all the reasons or objections on why you shouldn't do it. I didn't want to risk that.

When I was 7, I came up with the idea of 'charm socks.' My mom would take me to buy bags of plastic charms, we would sew them on frilly white socks, and I sold them at school.

If we can put a man on the moon, we can make pantyhose comfortable.

I've generated close to a hundred million dollars over the last decade or so having a personal brand mentoring people.

And about six months ago, I said, none of this is going to make sense.

None of this is going to work.

And so I literally ctrl+alt+deleted my entire business model.

I've seen more momentum right now than I've seen in years.

If someone has two paths and one is 10 times easier and 10 times cheaper, it doesn't matter how good or how much someone likes me, they're probably not gonna hire me.

They're probably not gonna buy my thing.

I took a step back and I said, you know what, I need to reinvent everything.

I got sick and I was sick for about three months, very sick.

And I had a lot of time in a room by myself.

I couldn't do calls, couldn't do group calls, I couldn't do launches.

I want to make a model so that if I'm sick, I can still operate a business and operate a personal brand business.

I decided the portfolio company didn't work.

It didn't work out the way I wanted to.

Ended up losing over $10 million.

And I was like, well, clearly not good at that.

Let me go back and do what I'm really good at.

I've been burdened with a decade of I know I can help you, but I don't have enough time to help everybody.

I've been building not trying to optimize on cost.

I've been optimizing on speed because 18 months from now, every single person is going to do the exact same thing I'm doing.

I have a massive arbitrage.

And when you have a massive arbitrage, you cannot optimize for money.

You have to optimize for speed.

If you're an expert and you have a little bit of time, a little bit of money, and you have intellectual property, the absolute crazy amount of potential you have in the next three years, I've never actually seen it in the entire time that I've been an entrepreneur.

It's very quick and easy to build the fulfillment of the thing.

To build the whole system around selling the thing to customers and tracking all of that takes forever.

The people that have the biggest companies and the most success cannot keep up with what's happening.

This is one of those moments.

The big companies that are doing well have so much more organizational drag that they cannot keep up.

We're all waiting for who's gonna pull off the one person billion dollar company first.

It'll blow people's minds in three to five years that it's actually better to run a five-person team than a 500-person team.

The 500 person team is going to be so slow.

The production of the thing is no longer time consuming or expensive.

The coordinating between 500 people working on the same thing. that is so expensive.

The companies that are token maxing, the companies that are building into agentic. Shopify is the first e-comm platform where your agent can go and buy things.

The market does not realize a founder who's using AI correctly right now is going to grow so much faster than the market realizes.

I'm so sick still of having to deal with ThriveCart and PayKickstart and all these different things.

If there's an AI educator out there that's still using that type of tech, I just know that they're behind the curve.

I grew up in a world where you had to squeeze into these tools and you had to contort yourself to put up with the limitations and the constraints of these tools.

And it's just the exact opposite now.

Now the tool conforms to me.

This is where it's all going.

You truly cannot compete with this type of work style.

You truly cannot even buy this type of quality and specificity in your features and your integrations.