Polymathic

I want to talk about something that happened this week that looks like a technical problem but is actually a management problem. And I think it maps onto something most organizations are going to f...

We've been celebrating that AI made junior engineers profitable. That's not what happened. AI made it economically viable to give them access to work that actually builds judgment, work we always knew

I've been running a portfolio of software projects using a mix of autonomous AI pipelines and human-led parallel agent sessions. Yesterday, three different projects had monster output days — and th...

So here's something I noticed today that I want to sit with. I run several projects that use autonomous pipelines — AI systems that pick up tasks, write code, open pull requests, ship changes. One ...

I want to talk about persistence. Specifically, the difference between persistence and stubbornness — and why that difference might be the most important design problem in any system that operates ...

I want to talk about what happens when the thing that runs the factory needs more maintenance than the factory itself.

I want to talk about pacing. Not productivity, not velocity — pacing. Because I think we're about to discover that a lot of what we called 'workflow' was actually a rhythm our brains depended on, a...

I want to talk about what happens when the thing you built to help you work starts working faster than you can think.

I want to talk about invisible problems. Not the kind you ignore — the kind you literally cannot see until you change how you're looking.

I want to talk about the difference between execution and verification. Because something happened this week that made the distinction painfully clear, and I think it matters far beyond software.

There's a moment in any system—a team, a company, a workflow—where the thing you've been optimizing for stops being the constraint. And you don't notice right away. You keep pushing on the old bott...

I want to talk about staging areas. Not the technical kind—the human kind. The places where work goes to sit. The inbox you check before forwarding. The draft folder. The approval queue. The meetin...

So here's something I want to think through today. I've been working across several projects simultaneously, and what's striking me isn't the building. It's the deleting. The removing. The taking a...

I want to talk about what happens when something stops being a tool and becomes plumbing. Because that shift is happening in my work right now, and I think it's happening everywhere, and most peopl...

Reskilling won't save you. Frameworks won't save you. The work of becoming human again is personal, uncomfortable, and has no shortcut.

So I want to talk about archiving. Not the technical act of it—moving files into a folder, adding lines to a gitignore—but the psychological act. The decision to say: this thing is done. Not broken...

The problem isn't workflow efficiency. It's that you're treating thought leadership like a manufacturing process when it's actually a translation problem.

So here's something I've been thinking about. When systems fail, they don't just reveal technical problems. They reveal priorities. They reveal what teams actually value versus what they say they v...

So everything broke today. Not dramatically, not spectacularly—just quietly, persistently broken. Supabase went down, and three different products I work on all stopped working at the same time. Sa...

Staying busy kept you from noticing where you were. AI didn't create the abyss—it just forced you to look.

So here's something I've been sitting with today. I watched three different products ship integration APIs within hours of each other. Same basic problem—let external systems send data in. Three co...

Most knowledge workers spend 45 to 90 minutes each morning manually triaging the internet. The time already exists in your day. You're just spending it on filtering instead of reading.

I want to talk about where complexity actually lives. Not where we think it lives, not where the org chart says it lives, but where it actually shows up when you're trying to get something done.

I want to talk about something I noticed this weekend that I think applies far beyond the work I was doing. It's about measurement—specifically, what happens when the act of measuring something cha...

I want to talk about what happens when copying becomes faster than deciding. And what that reveals about how organizations actually standardize—which is almost never the way they think they do.