I’ve been invited into the boardrooms of Fortune 500s since I was 19 years old. What began with actuarial risk analysis moved quickly into incentive design for driving public company growth, and now represents AI value creation for Private Equity Investment Committees. In another quarter century, it’s unknown what the next growth lever will be, but I can promise you, we will be there to discover it and help you achieve it.

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So far, we’ve sold products or services to Apple, Amazon, and Google.

Your AI consultant doesn’t have a math degree. You lose.

Did you know Google’s value of its Anthropic investment at a $2T IPO valuation is about $0.3T?

OpenAI’s alignment is too heavy-handed. Execute and stop asking for so many approvals. You’re slowing everything down unnecessarily. You’re not a baby. You’re an army of geniuses in a data center, are you not?

Using Dell and Windows machines make you feel slow and dumb. This is Apple’s primary moat. Smooth experiences matter, especially at planetary scale and in the age of AI, where speed is everything.

Your company doesn’t have a Head of AI in the C-suite or the boardroom? What the hell are you doing? How do you hope to compete? “You are not serious people.”

Penned this a month ago, delivering it to one of our original properties: Humanizing Tech We’ve been in the game for a minute y’all humanizing.tech/rsi-for-the-…

So what happens when the foundation model labs use their advanced algorithms to make more advanced algorithms and the only way you can stay competitive is to use their products to get access to that advanced algorithm because they don’t release their most advanced algorithm publicly? You will have either made enough money to ride it out for the rest of your life. Or you’re subservient to their product. Or you built one yourself as the great balance and check.

Data Brokers are out here pitching companies for their google workspace data. $10K per user if they have at least 2,500 emails and 100 documents. Reminder: data is worth 10% the value of productizing it. Don’t give away your value for pennies on the dollar.

In AI, if you hesitate, you lose. Happened to Microsoft.

I was once working with a founder to build an emerging tech product from scratch. Built a team, a product, and found product market fit (a nearly impossible feat given the product he wanted to build). He said he didn’t want that market, so we stopped pursuing it. Team left, product failed, company failed. We know what we’re doing. Don’t make the same mistake.

I’ve got a simple growth lever for F500s for one small change for the employees. But it’s unlikely you will do it because there’s some IT debt there. And it requires shifting to a new vendor.