The core issue is simple: the “how” is being built before the “why” is clearly defined.

A Failure of Product Thinking

The market is now saturated with single‑use wrappers.

Let’s be clear:

• These are not products
• They are not durable tools
• They are features masquerading as companies

The underlying problem is a lack of focus on real, persistent human needs. Instead of starting with concrete problems, many teams are experimenting opportunistically — effectively throwing darts and hoping one sticks. The outcome is predictable.

The Consequences

1. Minimal Utility

• Point solutions that solve a narrow task
• Limited depth, poor extensibility, little grace in execution

2. Broken Economics

• Expensive, power‑hungry models deployed for trivial use cases
• A poor cost‑to‑value ratio once interface, infra and usage costs are considered

This is not sustainable. We’ve seen this before — early PCs were treated as faster typewriters. The real transformation was missed because technology was viewed through the lens of legacy behaviour.

The Structural Mistake

If you are simply wrapping a model, you are a middle layer, and middle layers rarely survive. What we are doing today is paying a premium for inefficiency:

• Frontier‑level intelligence
• Used for intern‑level tasks
• Delivered through clunky, fragile experiences

This is the opposite of “it just works”.

The Right Starting Point

You do not start with technology and look for somewhere to deploy it. That path rarely ends well. You start with the human experience. Specifically:

• Identify friction
• Understand cognitive or emotional load
• Pinpoint what causes frustration, fatigue or waste

Only then do you work back to the technology. If a frontier model is genuinely required, that’s fine. But using it indiscriminately is equivalent to using a sledgehammer to hang a picture frame — especially when that sledgehammer is expensive, always‑on, and licence‑based.

What Needs to Change

We need to stop building wrappers. Instead, we should:

• Build end‑to‑end solutions
• Design around real human workflows
• Optimise for usefulness, not novelty

The missing piece in many of today’s tools is not compute, it’s intent. Until we anchor innovation in genuine human needs, we will continue to produce impressive demonstrations that fail to deliver meaningful value.

So what?

• Technology should serve outcomes, not advertise capability
• Problems must precede solutions
• Efficiency and experience matter as much as intelligence

Next step

Shift the conversation from what the model can do to what problem we are solving — and for whom. That’s where durable value is created.

I was not leaving the present deliberately. I was exchanging it fragment by fragment, usually mindlessly. Checking my cell phone. Making sure everything was alright. Simply filling a silence out of fear I’d need to sit with it. At the time, I did not realise what was wrong with this process. It seemed harmless, even neutral. It was neither of those things.

Our surroundings are geared towards minimising the friction involved in every interaction. Faster. More convenient. Smoother. Seamless. Waiting, pausing, silent moments are non-existent. We accept this progression as necessary. And yet, we’ve sacrificed an essential component of our experience along the way. Friction is precisely what keeps us present. It makes sure we’re paying attention long enough for something meaningful to emerge. Without it, our experiences pass through our lives unregistered and forgotten.

What I assumed for some time was that I was overwhelmed by all these tasks and events. That wasn’t the complete picture. The reason why I found myself overwhelmed by what was going on was that nothing stuck. There was a constant flow of interactions which failed to produce anything deeper. There was simply too much movement in my life to give anything significance.

That’s how I exposed the illusion in my life. Busy does not mean fulfilled. Although I could consider myself occupied, connected, engaged, I could not say that I participated actively. I was watching, reacting to stimuli and engaging with fragmented bits. In other words, I could not consider myself present. I was detached.

The hardest realisation of all was this one – the present is all we have. Not tomorrow, not in some future where things become easier. Not then, but now. The present moment is fragile. This was not how I was losing it. Gradually, piece by piece through habitual responses and default actions. Because they required nothing of me.

The present moment requires something from us. It asks us to stop, to endure stillness. It demands patience in contemplation of thoughts and ideas. And that can make us uncomfortable, even agitated. So, I chose to avoid that by filling up the gap left by it.

It is no coincidence that much of our environment encourages us to keep moving, consuming and responding. It accomplishes this extremely effectively. What it fails to deliver, however, is a lasting impression.

There was no sudden realisation or a turning point, just a decision repeated often enough. I started pausing – initially for a brief moment. I resisted the temptation to fill in the blank spaces – checking my phone incessantly, reading news articles obsessively or scrolling instagram mindlessly. I allowed myself to sit with discomfort.

I felt that at first this approach felt inefficient and wasteful. In fact, this was not the case. It was a kind of reclaiming.

This is not about rejection of technological advancements, about a desire to escape modernity or about a quest for simplicity. It is about intent. Attention is limited. Time cannot be replenished. And the present moment will not wait for us.

It will fade into memory as I focus on the future. And once it has gone, it will be gone forever.

The truth is harsh, but clear. I have been absent from my own life.

Quietly. Consistently. Everywhere.

The forces shaping our lives—technology, platforms, systems—are no longer tools we pick up and put down. They’ve become infrastructure. You don’t notice them anymore until they fail. Or until they shape you in ways you didn’t consent to. We used to argue about technology. Now we live inside it. Because of this shift, somewhere along the way, power stopped looking human.

Indifferent is the new dominant mode

There’s a trope in popular culture about immensely powerful entities. Gods. Cosmic beings. Galaxies. Systems so large that our human concerns barely register at that scale. They’re not evil. They’re not kind either.

They’re indifferent.

That word matters. Indifference is more destabilising than malice. You can push back against an enemy. You can’t reason with a system that doesn’t see you. It just runs. That’s the defining feature of the next decade. For example, the needs of an insect are never considered when humans build a road.

You can’t hustle weather

Most advice today is obsessed with speed. Move fast. Learn faster. Adapt endlessly.

I am starting to believe that is the wrong frame. You don’t beat weather by running harder. You prepare. You build shelter. You understand patterns. You choose where to stand.

The same is true now. Trying to outpace vast systems is exhausting and pointless. They scale without effort. You don’t.

The quiet work that matters

Preparing for the coming years isn’t about mastering every new thing. It’s about deciding what won’t be up for negotiation.

A few simple truths hold up:

• Clarity beats optionality. When everything is possible, knowing what you’re not willing to do becomes power.
• Taste matters more than tools. Tools will change. Judgment compounds.
• Boundaries are infrastructure. If you don’t set them, someone else will.
• The physical still counts. Bodies, communities, real places—these anchor you when everything else floats.
• Stillness is underrated. It’s how you hear yourself think.

None of this is glamorous and that’s the point.

Don’t worship the system

Here’s the biggest mistake people will make in the next decade: confusing power with meaning.

Large systems are good at optimisation. They are terrible at purpose. Expecting them to provide identity, validation, or coherence is a category error. They don’t care. They were never meant to.

Treat them like electricity. Useful. Necessary. Dangerous if mishandled. Not something you build your inner life around.

A final note

The next decade will be shaped by forces larger than any one person. That’s already true. What’s still open is whether you let those forces define you.

You don’t need to fight the system. You don’t need to glorify it either. You just need to stand somewhere solid while it keeps moving.

That, quietly, is the work ahead.

Artificial Intelligence (AI) is no longer a futuristic concept—it’s already here, and its capabilities are evolving at breakneck speed. Businesses are at the centre of this transformation, and those that embrace AI will undoubtedly witness profound shifts in how they operate. The role of AI agents is now emerging as the key to unlocking real, measurable returns on investment (ROI) from AI initiatives. As organisations seek to streamline operations and improve efficiencies, the introduction of AI agents will revolutionise the way we conduct business.

By 2030, between 400 million and 800 million jobs globally could be displaced by automation and AI, including AI agents. This represents a significant shift in the global workforce, with millions of people potentially needing to switch occupational categories and learn new skills​ (McKinsey & Company)​(McKinsey & Company).

AI agents are more than just tools—they are composite, autonomous applications that enable human-AI collaboration to complete tasks. Unlike the chatbots and virtual assistants that have become commonplace in recent years, AI agents are equipped with more advanced capabilities that allow them to handle complex workflows and integrate seamlessly with existing systems. This shift will dramatically change how businesses function, improving efficiency, lowering costs, and ultimately driving better ROI.

The Speed of Change: AI is Coming Faster Than You Think

The pace of change in AI is astonishing, and many business leaders may not yet fully grasp its scale or speed. This rapid acceleration is reminiscent of previous technological revolutions, such as the introduction of personal computers or the internet, both of which fundamentally altered the way we live and work. But AI promises to be an even more profound transformation.

As we look at the landscape today, companies like Google, Salesforce, and Microsoft have already begun integrating AI agents into their platforms, allowing businesses to automate a wide range of tasks. These AI agents can perform functions like gathering data, preparing reports, and even planning events, all without the need for constant human intervention. This not only saves time but also allows employees to focus on higher-level tasks that drive innovation and growth.

Despite the clear advantages, there is still a degree of uncertainty among the general public about the true impact AI will have on the workforce. While some worry about job displacement, it’s crucial to understand that AI, and AI agents in particular, are designed to work alongside humans rather than replace them entirely. The future of business will be characterised by collaboration between human intelligence and AI-driven automation, unlocking new opportunities for growth.

What Exactly Are AI Agents?

To understand the significance of AI agents, it’s essential to differentiate them from more basic AI tools like chatbots. While chatbots are designed to respond to specific user commands, AI agents go further by taking additional actions based on those responses, often autonomously. They are “composite” applications, meaning they integrate multiple reasoning and action capabilities into one system. For example, an AI agent handling a loan application could perform a credit check, analyse user inputs, and compare loan terms across various banks, all while crafting a tailored loan proposal.

In business, the value of AI agents lies in their autonomy. Many customer-facing processes, such as responding to frequently asked questions or processing standard transactions, can be handled by AI agents with minimal human oversight. By automating 80% of routine tasks, these agents free up employees to focus on the 20% of exceptions that require more nuanced, human judgment.

This autonomy and flexibility make AI agents an invaluable tool for improving ROI. Instead of relying on human labour for repetitive tasks, businesses can delegate these workflows to AI agents, allowing their workforce to engage in more creative and strategic activities that drive revenue.

How AI Agents Are Redefining ROI Measurement

One of the biggest challenges in AI adoption has been measuring its impact on ROI. Business leaders have long sought to understand the tangible returns on their AI investments, and AI agents are the key to making this possible. Because agents are built with specific workflows in mind, their effectiveness can be directly tied to business KPIs. For example, an AI agent automating data collection for a quarterly report can be measured by the time it saves and the accuracy it provides, both of which can be quantified in financial terms.

Moreover, these agents are designed to be accessible to non-developers. Low-code and no-code platforms like Salesforce’s Agentforce allow business users with minimal technical expertise to create their own agents. This democratisation of AI agent creation will enable more departments across an organisation to leverage AI, ultimately driving more value and higher returns.

AI agents also solve one of the biggest challenges faced by early AI adopters: context. By integrating with existing business systems and drawing from predefined data sets, agents can provide more accurate and relevant results than public AI chatbots. This ensures that the information they deliver is not only precise but also aligned with the specific needs of the business.

The Long-Term Impact: A Positive Outlook for the Future

While concerns about job displacement are valid, it’s important to approach the AI revolution with optimism. History shows us that every major technological advancement, from the industrial revolution to the digital age, has led to the creation of new industries and jobs. The rise of AI will be no different. While some roles will be automated, AI will also create new opportunities in areas like AI development, maintenance, and oversight.

Furthermore, AI agents will not replace entire jobs; rather, they will take over specific tasks, freeing up employees to engage in more valuable work. This shift will allow businesses to operate more efficiently while giving their workforce the ability to focus on innovation, problem-solving, and customer engagement. In many ways, AI will enable employees to do their jobs better, not replace them.

As we head towards 2025, we can expect to see rapid advancements in AI agent technology. Early adopters in industries such as finance, healthcare, and retail will lead the charge, using AI agents to automate complex workflows and improve customer experiences. However, the benefits of AI agents won’t stop there. Over time, they will become more widespread, and their use cases will expand into virtually every industry.

What Businesses Should Do Now

For businesses that haven’t yet started integrating AI agents, now is the time to act. The AI revolution is happening quickly, and those that don’t adapt risk falling behind. Here are three key steps businesses can take to prepare for the coming changes:

1. Start Small, Then Scale: Begin by piloting AI agents in specific departments or workflows. This will help identify any technical or organisational challenges before rolling them out more widely.
2. Designate a Leader: Assign a C-level executive to oversee AI initiatives and act as the “general manager” of AI agents. This role will be critical in ensuring that AI is implemented strategically and that its impact is measured effectively.
3. Invest in Training: As AI agents become more integrated into daily business operations, it’s essential to invest in employee training. By educating staff on how to use AI agents effectively, businesses can maximise the value of their AI investments.

Conclusion: A Bright Future Ahead

The changes AI is bringing to the business world are coming fast, but they also bring immense opportunities. AI agents will not only streamline processes and improve efficiency but also provide a clear path to measuring ROI from AI investments. As organisations embrace this technology, they will unlock new ways of working that are more productive, efficient, and innovative.

With the right approach, AI can be a force for positive change in the workplace, creating opportunities for growth and collaboration. The future of business is bright, and AI agents are leading the way. Now is the time to embrace this change and prepare for the transformative impact AI will have on the world of work.

Your new life is going to cost you your old one. It’s going to cost you your comfort zone and your sense of direction. It’s going to cost you relationships and friends. It’s going to cost you being liked and understood.

It doesn’t matter.

The people who are meant for you are going to meet you on the other side. You’re going to build a new comfort zone around the things that actually move you forward.

Instead of being liked, you’re going to be loved. Instead of being understood, you’re going to be seen. All you’re going to lose is what was built for a person you no longer are.

Brianna Wiest, The Mountain Is You: Transforming Self-Sabotage Into Self-Mastery

Stepping into the big league of enterprise sales is no walk in the park, especially for start-ups. With over five years under my belt managing a Data & Tools department at a leading CPG company and juggling a seven figure budget, I’ve seen my fair share of pitches from start-ups in the Marketing Tech and Research Tech spaces. From these encounters, I’ve picked up a mix of winning moves and common slip-ups when it comes to winning over enterprise clients. In this blog post I will share my experience of how the best startups nail enterprise deals.

1. The Maze of Enterprise Decision-Making: Don’t underestimate how complex the decision-making is in big companies. You’ve got loads of people to win over, each with their own agenda. It’s a game of patience. From your first pitch to the final nod, it can take ages to seek alignment amongst multiple internal stakeholders, so stick with it and keep nudging them along.

2. Tailor-Made and Scalable Solutions: Loads of start-ups miss the mark by not realising that big businesses need solutions cut out just for them. Flexibility in what you offer is key. Also, remember to focus on your product’s scalability and reliability. Bring out the case studies and stats to back yourself up. Nailing a pricing model that big companies will go for is key. Getting your demos spot-on, focusing on the specific challenges these big decision-makers face is important.

3. Security, Compliance, and Real Benefits: Skimping on security and compliance in your pitch is a no-go – these are biggies for big companies. Stick to standards like SoC2. Keep in mind regional regulations like GDPR, CCPA, etc.

4. Building Trust with a Solid Track Record: Breaking into the market and building trust is tough. Just flashing logos of big-name companies without showing the real impact you’ve made won’t cut it. Trust comes from proving your worth by showcasing successful partnerships that have clear client benefits. Sharing tales of your wins and introducing prospects to other clients in different industries can really boost trust. These real-world stories provide valuable lessons and insights for potential enterprise clients. It is better to showcase examples of real impact instead of flashy logos. Avoid showing logos of enterprise companies that are not current clients — this is a telltale sign that you may not be ready to manage an enterprise account.

5. A Crack Sales Team: Your sales team needs to be more than just good at selling; they’ve got to really get the complex needs and wants of big businesses. This means savvy strategic thinking, deep industry know-how, and the ability to understand and define the value benefit for the customer. And don’t just talk features – highlight the real perks and value your product brings to the table. This can either be in the form of savings or creating value.

6. Understand The Procurement Cycle: Knowing how big organisations handle their budgets and procurement is crucial. In my own experience, even with a big budget, there were rules, deadlines and a buying cycle. Getting to grips with these buying processes and compliance is a big piece of your sales puzzle.

7. What have I missed? Have your say!

I want to share a bit of my journey in the world of business and work – a journey that has been shaped by a fundamental choice we all face: the mindset we choose to embrace. As I reflect on the ups and downs, it’s become clear to me that the decision between an abundance mindset and a scarcity mindset is like choosing the right path in a dense forest. And opting for a mindset of abundance isn’t just a feel-good mantra; it’s an approach that has helped me in the past.

So, what’s this buzz about abundance versus scarcity? An abundance mindset is all about believing there’s more than enough success, opportunities, and resources for everyone. On the flip side, a scarcity mindset is like thinking we’re all fighting over crumbs in a shrinking pie. I’ve come to realise that choosing abundance isn’t just about being a perpetual optimist; it’s about adopting a mindset that opens doors to opportunities we might not even see with scarcity-tinted glasses.

One of the coolest things about an abundance mindset is its impact on the projects we choose to dive into. Forget the short-term gains and immediate needs – thinking in abundance has pushed me to think big and strategise for the long haul. It’s like choosing to build a rocket ship instead of a makeshift raft. This shift in focus, inspired by an abundance mindset, fuels innovation and sets the stage for sustainable growth – even when the short-term view is unclear and thre might be the temptation to explore and run many short-term pilots / projects.

Now, let’s talk about company culture. I’ve noticed that the daily vibe within a company is heavily influenced by the prevailing mindset. A scarcity mindset can turn colleagues into competitors, breeding mistrust and hindering teamwork. On the flip side, embracing an abundance mindset transforms the workplace into a collaborative hub, where success is high fived as a team sport. Believe me, a culture of abundance really boosts morale, sparks creativity, and cranks up overall productivity.

But here’s the thing – abundance isn’t just a wishful thinking gig. It’s about actively seeking and creating opportunities. While a scarcity mindset might make us cautiously stick to the familiar, abundance urges us to explore new territories, forge partnerships, and shake up our business game. It’s not just about adapting to change; it’s about staying ahead in the ever-evolving business landscape.

Making the shift from a scarcity mindset to an abundance mindset isn’t an overnight transformation. It takes some self-reflection, intentional effort, and a commitment to changing those thought patterns. I’ve found that simple things like flipping negative thoughts and practicing gratitude can kickstart this transformative journey. The impact on decision-making and problem-solving is profound.

As I’ve worn different hats in business, I’ve realised that mindset is a heavyweight champion, especially in leadership roles. An abundance mindset encourages leaders to view challenges as growth opportunities. It’s like having a superpower that lets you navigate uncertainties with resilience and creativity. This mindset trickles down, inspiring teams to tackle challenges with a solution-oriented swagger, fostering a culture of continuous improvement and adaptability.

In my experience, transitioning from scarcity to abundance means to celebrate wins, no matter how small. It’s like fuelling up the positivity tank. Also, learn from failures – they’re not roadblocks but stepping stones. Finally, surround yourself with positive vibes; it’s contagious.

In a nutshell, my journey screams out the case for choosing the abundance mindset as your compass in the business wilderness. Whether you’re leading a startup or steering a big ship, an abundance mindset brings a ton of benefits. It unlocks doors to strategic projects, builds a culture of collaboration, and positions you for the marathon, not just the sprint.