I lead teams at the intersection of strategy & design.
I start fires (the good kind).

The most valuable tools in this new world won’t be the ones that generate the most code fastest. They’ll be the ones that help us think more clearly, plan more carefully, and keep the quality bar high while everything accelerates around us.

What impressed Churchill during his trip was a quality of resilience, an “unshakeable faith in a golden future,” that he did not see at home. Unlike the English, Americans were not deathly afraid of making mistakes with their money because they believed that even if they were wiped out, opportunities to make it all back, and more, would continue to present themselves. “Before disparaging American methods,” he wrote, “the English critic would do well to acquaint himself with the inherent probity and strength of the American speculative machine. It is not built to prevent crises, but to survive them.”

The man who runs naked across a football field certainly disrupts, but he does not change the rules of the game. The whole notion of disruption is adolescent: It assumes that after the teenagers make a mess, the adults will come and clean it up. But there are no adults. We own this mess.

Sometimes institutions are deprived of vitality and function, turned into a simulacrum of what they once were, so that they gird the new order rather than resisting it.

Since non-believers don’t invent the future and speculators are always on a hustle, I often turn to practitioners to get a fix on the coordinates of reality. It has always helped me maintain a sense of pragmatic optimism when the rest of the world around me seems either overtly hyperbolic or depressingly pessimistic.

people are rushing too quickly into hyped technology not understanding how to best use the tech. We’ve seen this throughout history with naive database implementations in the 1980s, the dot-com bust of the late ’90s, and the mobile web of the early 2000s. Whenever there is hype, we shuffled into the easy path, forcing the tech into the product without understanding its weaknesses. We are more worried about being left behind than actually doing something of value. We get there eventually, but only after understanding that we were asking the wrong questions. So many companies fail figuring this out.