Hey Funs,
here's what's coming.

Teams. Founders. What actually happens between people.

I work with scale-up founders and their leadership teams. Team composition, leadership development, company culture. The practical side of what happens between people when a company grows.

For the last year I've been on one quest. How do you build a good team of humans and AI. Most people focus on how to use AI as a tool. That's not my question. My question is what the team looks like when some of your teammates aren't human, and most of your failure modes still are.

About an hour. Conversational.

I'll ask, you'll answer, but I'll share what I see from my side too. Think of it more as two people who are onto something similar, comparing notes in public. It won't feel like a strict interview.

Rough shape

• 1Start cold. A few unexpected yes / no questions. Short, fast, meant to surprise you a bit. We'll come back and nuance them together later in the conversation.
• 2Your piece, short version. For people who haven't read it yet, plus the reactions you've been getting.
• 3Three themes, one per pillar of your framework. Taste, agents, culture.
• 4Close on one open question.

Where your essay and my work land on the same ground

1. You wrote that taste is built up through lived experience. I see the same thing in teams, but collectively. What's the difference between a team that's built taste together, and one that just has some people with taste in it?
2. When you meet someone, how do you tell the difference between someone who's developed real taste and someone who's imitating it?
3. AI gives you back your own ideas in a more polished version. How do you keep your taste actually getting sharper, and not just louder?
4. What's the last thing that really changed your taste? Not a trend. A real shift.

The end of the excuse, and what gets lost

1. You wrote that agents are the end of the excuse. I agree on execution. What do you lose when agents replace the operator layer? What's worth keeping?
2. If a creative founder is running on agents, where does accountability go when something breaks? Who owns it?
3. You describe one creative plus agents as the new unit of scale. Does that hold when a company gets to thirty, fifty, a hundred people? Or does something else have to come in?

The basketball camp, the Slack channel, and what's in the room

1. You talk about the Great Re-Physicalization. The Jamaica camp. The Bali gym. What's the team equivalent of that? What makes a team feel like the basketball camp instead of a Slack channel?
2. If culture can't be generated, and you're building with a small creative crew plus agents, where does culture actually come from? Who's in the room with you?
3. You wrote that the next iconic brands won't just have followers, they'll have communities. In a team, where's the line between a company and a community?

I'll pick one of these live

Depending on where we land:

1. What's the question about all of this you don't have an answer for yet?
2. If you rewrite the piece in two years, what part do you already know will change?
3. What shifted for you during this conversation?

Seriously, don't prep too much.

You wrote the piece. You know your thinking. The only thing I'd encourage is to have a few specific moments ready. Real stories, real people, real rooms. Your piece is already full of them: Jamaica, Bali, the F1 press release. Bring those energies.

The logistics

If anything in here doesn't sit right with you, let me know before we start. Happy to adjust.