The Day I Realized I Didn’t Want My Old Life Back
For 25 years, I was an emergency physician. Then came divorce, federal prison, and an abrupt separation from the medical world I had built my identity around.
One difficult problem at a time. Medicine, AI, business, systems, and beyond.
For 25 years, I was an emergency physician. Then came divorce, federal prison, and an abrupt separation from the medical world I had built my identity around.
If AI can do 80% of the work you currently do, what makes the remaining 20% valuable?
This Labor Day, I found myself thinking about what work is becoming.
When I was a teenager, Tommy Hilfiger was everywhere, and I kept wondering: who the hell is Tommy Hilfiger, and why does his name mean anything?
AI can give you a polished, confident answer and still be wrong.
I never set out to become a web designer.
You do not need to become an AI expert.
A difficult case can have tens of thousands of pages, conflicting experts, competing medical explanations, and a client waiting for a decision.
A commercial property can look healthy on paper and still run out of cash.
A project is months late, over budget, and everyone keeps saying it is “almost there.”
AI can make a new hire much faster before they have the judgment to know whether the output is any good.
AI can make a new employee dramatically faster before they have developed the judgment to know whether the output is actually good.
We are wasting a ton of money and energy on stuff that is unnecessary. If we change the documents we use to more intelligent documents, we won't need as many data centers!
We are spending enormous amounts of money making AI more powerful, then handing it documents that were never designed for machines to understand.
You do not have to leave medicine to create a second professional lane.
CFO says cut. Sales says spend. Who do you believe? Find the decision variable. Full talk on The New Physician.
This Loom addresses how a CEO should handle a disagreement between the CFO and the head of sales about cutting spending during a bad quarter. Instead of picking a side, the CEO should identify the decision variable by asking what fact would make each person correct, such as cash runway, conversion rate, gross margin, customer acquisition cost, or the sales cycle and payment lag. The discussion contrasts scenarios where there are 16 weeks of cash left versus only six weeks, showing how timing can settle the argument even if both executives are smart. The key is to agree on the scoreboard before funding decisions and make disagreement useful without humiliating either side.
In serious business negotiations, a clear no today can be far more valuable than a vague maybe that drags on for three months.
In serious business negotiations, avoiding the uncomfortable issue rarely makes it disappear. It usually just wastes time.
Revenue is down 20%. The CFO wants cuts. Sales wants more investment. Operations warns that cutting too deeply could break service.
Most people track how many jobs they apply for. A better question is: how far does each application actually get?
Will AI take your job? Maybe that is the wrong question.
AI can give you twenty answers in ten seconds.
When a business or property is in trouble, the instinct is often to save everything. That can be exactly the wrong move.
AI is brilliant at expanding your options. It can research, summarize, compare, brainstorm, and give you twenty possible ways forward in seconds.
Commercial real estate can make you wealthy on paper while leaving you surprisingly short of cash.
AI may not eliminate the career ladder. It may simply move the first rung.
This episode began with a question brought to me by an investment manager of Indian origin: what do you actually owe the racial, cultural, religious, or social group you happened to be born into?
Commercial loan coming due? Don’t wait for the bank to tell you that you have a problem.
Can your HOA really do that?
What do you do when the organization enforcing the rules appears to stop following the rules itself?
Some of the most dangerous failures in organizations happen not within departments, but between them.
Sometimes the Business Isn’t Broken. The Financing Is.
How do we help parents who are unsure about vaccinating their children?
What is the biggest mistake smart people make when using AI?
Send me the question, problem, or system you think deserves a closer look.
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