President, COO. Non-tech business. Running companies with AI agents, not slides. Atlanta
Atlanta, GA
Joined March 2009
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The best question boards should ask management in 2026:
“Where does AI show up in the P&L?”
If the only thing they can point to is AI spend, something is broken.
In our business, it shows up in all three:
• Revenue: an AI-assisted website rebuild now generating sales at 4x the pace of the prior site
• Margin: higher gross margins from AI-assisted pricing architecture
• Productivity: dramatically lower merchandising costs while maintaining output
Every company should be able to point to measurable P&L impact from AI by now.
I mean that literally.
Are you still building for humans?
It’s time to be bot-first on anything you put online.
AI tools want a clear layout they can parse: summary, Q&A, bullets, who it’s for (and who it’s not). Then deep specs, metrics, data sheets, and real reviews.
Pretty design matters less than ever. Bots send the humans who add to cart and buy.
That’s the new funnel.
AI is replacing search.
When someone asks for the best product that actually solves a specific job, the model doesn’t care how much you spent on ads or SEO. It looks at whether the product is clearly better or unique in ways it can cite. Like performance, reliability, reviews, distinctive features.
Marketing still helps generate those signals. But pure attention without substance loses leverage. The highest-ROI move is making something discernibly better that the model has evidence to recommend.
Execution and product judgment just got more valuable. I keep focusing on this.
As a COO of a non-tech company, I’m amazed how much my job has changed in the last six months.
I now spend ~90% of my computer time inside AI models. Here’s what that actually looks like: 1/4
One model creates our POs.
One manages our marketplace orders.
Handed one of our websites to a Grok bot to manage. Sales on that site are up 5x. 3/4
Advice appreciated — how are you running multi-user Grok Bots in a company setting?
We built a Grok @Bot that owns one complex process in a division. It took a while to get the functionality solid. Now we want to:
- Run it at the corporate level so a handful of people can message changes/updates
- Duplicate it cleanly across other divisions
- Give it real access to email + chat
- Make it more independent of any single employee’s account
Shared Bots + templates get us partway there, but I’m still figuring out the cleanest ownership, email identity, and approval model so it doesn’t stay tied to one person.
What’s working for you (or what did you end up building instead)?
The internet is dying in real time.
I now spend almost all my working time inside AI tools. Those tools go out and surf the web, answer questions, and complete tasks. I rarely browse the way I used to.
The Dead Internet Theory isn’t a conspiracy anymore. It’s the daily experience of anyone using AI seriously.
A year from now most websites won’t be built for humans. They’ll be structured for AI agents to consume and act on. The rest will be garbage for the remaining human traffic.
Stop optimizing for SEO. Start designing for bots. You’re not building for people anymore.
I’ve been using mostly Claude Code over the last year with some codex. Claude Code is getting more and more annoying to use. Constant approvals. Now I have to scroll through to approve. And always preachy about stupid things.
I’m likely going to change.
Jay Allen retweeted
Just spoke to the Head of AI at a huge company.
The #1 thing they're struggling with is... what do I do with the AI laggards at our company?
Like most companies, they’ve found that a Super Pareto Principle is true within their org. 10% of their employees are responsible for 90% of the uplift in productivity/token usage from software engineering to non-technical knowledge work.
They’ve spent a lot of time & resources on AI enablement from LLM foundations to function-specific trainings and skill building. And yet, the power law of productivity increases hasn’t budged.
So now they’re left with a few sobering thoughts and hard questions:
1) 90% of people are overpaid and 10% are underpaid
2) We’d be better off allocating tokens proportionally to the power law, but how do we do that without killing culture?
3) Significant layoffs are likely warranted and wouldn’t impact overall output, but cultural backlash is a big concern?
4) How do we hire more power law people as a non technology company?
5) Is all of our efforts on training and enablement ACTUALLY worth it?
6) How do we not experience a brain drain where the top 10% all leave because they want to be surrounded by other AI-native 10x’ers?
Sitting in a café in Riccione, Italy using Claude to update the site, glass of wine next to the laptop.
I think I like the future.
(Trip to visit manufacturers, FTR)
The number of times per day that I tell Claude "Always Allow" is insanely annoying.
I'm the monkey trying to use a hammer.
Jay Allen retweeted
Absolutely stunning essay by @DouglasKMurray about the crisis in France. It includes this quote.
thefp.com/p/douglas-murray-f…
This is exactly how I feel. All day is decisions and task switching. It’s mentally exhausting.
AI was supposed to make us work less
I've never been this tired in my life
most days I have up to 10 agents running at the same time. one fixing a bug, one writing pages, one refactoring something I already forgot I asked for, 3 other I have no idea what they are doing but i suppose i ask it?
and I jump from conversation to conversation all day
compared to 5 years ago, I probably context switch 100x more
by the end of the day my brain is fried. completely toasted. nothing left, not even for the people I love
I call it the fried brain effect
thought it was just me but almost every founder I talk to lately says the exact same thing
we got superpowers, and somehow the pressure only went up. if you can ship 10x more, you feel like you have to ship 10x more. every single day
I don't have a solution
honestly I have no idea where this goes from here
anyone else feeling this?
AI is becoming the company operating system, not a set of tools.
The firms that treat it that way will pull ahead. Hierarchy flattens. Small expert teams directing agents will outperform large traditional structures. The advantage will concentrate with whoever owns clean systems and readable data.
That’s why we’re deep in an ERP update—getting every core process captured and structured so the data is actually usable by future systems.
By the end of 2026 I expect the smartest employees in most companies will be AI tools. The ones who prepared their data and processes will be the ones who can actually use them.