Writing
Most companies track the wrong things and call it performance. The metrics you choose are the sheet music — and whatever you put on the stand is what your team will play.
It is a poor craftsman who blames their tools. But also, shitty tools suck. Emmett, the venture engine that runs the operational side of Meridian, is named afte
Ask almost any leadership team what their priorities are and you will get a list. Usually somewhere between eight and twelve items, formatted in a slide or a do
For a long time I used AI assistants the way most people do: open a chat, ask a question, get an answer, close the tab. This was cool, and it provided value. I
When I receive a meeting invitation without an agenda, I decline it. This is not a quirk or a policy — it is a direct expression of how I think about work. Outc
My Raspberry Pi 5 cost about $80 on Amazon. I bought it to block ads on my home network. It didn't do a great job at that. Then I turned it into a remote contro
At Meridian, every instruction set, every workflow, every architecture decision lives in Notion. Not as documentation after the fact. As the source of truth bef
I have a complicated relationship with running. The Army deserves most of the blame for that, having used it as both training and punishment, sometimes simultan
We've all seen Company Values. They are printed on the office walls, embedded in the onboarding deck, referenced in the all-hands meeting once a quarter. The la
The first version of every product I've built runs on Railway. Here's why: Railway does one thing well: it takes a GitHub repo and runs it. You push code, it de
Five tools. One job each. No overlap. A brief case study of how the Beacon agents runs cold email for Rebuilt. Apollo finds gym owners by business type, title,
Slow builds are expensive. Expensive builds die. Founders run out of energy. Companies run out of runway. Significant others run out of patience. For a solo fou
The default ambition in startup culture is to raise money, grow fast, and figure out the business model later. That's a valid path for some founders building so
Most of the frameworks people use to organize their work life treat it as a ladder you climb. Each rung is a bigger title, a bigger check, a bigger company. I l
I learned a lot of things in the Army that I use even now, 20+ years after I joined. I picked up lots of cool techniques, and skills, and creative profanities.
