Most businesses still run the way they did before AI. That gap is the whole opportunity.
They are not badly run. They were built when work was expensive, so the process, the headcount and the pace all assume a cost that no longer applies. Rebuilding a business around what is cheap now is the work I do: how it gets found, how it sells, how it publishes, how its data moves. I do it for companies today, and the point of doing it well is to run the same conversion on my own.
AI is the edge. Business is the game.
A traditional business and an AI-powered one can sell the same thing to the same buyer. What separates them is how much of the work still needs a person to start it. The site that updates itself, the content that publishes and syndicates without a scheduler, the outbound that sources and enriches its own list, the data that arrives modelled instead of in a spreadsheet: each one is a job that used to need a hire. I build those parts, and the work I do now is not a phase I am leaving behind. It is the thing I will build my own companies with.
The plan was never to stay the operator. It's to become the owner.
Foundation now. Founder next.
Where I am now, and the center I'm moving toward.
Not one niche. The whole field.
I'm studying business across every type, not a single corner, because the patterns that build one transfer to the next.
Business, the way the best actually do it.
- Business models and processes, how the machine actually runs.
- How funding works, and Y Combinator specifically: what they want and how you get in.
- Studying founders, CEOs, and operators, their decisions, failures, and regrets, not just the highlight reel.
- Reaching the right audience, and the right investors.
Leveling up the operator, not just the work.
Personal brand across LinkedIn, X, YouTube, and GitHub. Communication and native-level English. A reading habit, because readers are leaders. Psychology, how people and markets actually think.