Knowing what to build, knowing when the system is telling you something, knowing when to cut, knowing when the fast path is the wrong path — these were never just “execution.” They were always the harder parts and to pretend they’re solved by AI is questionable, to say the least.

This is an interesting realignment of the org chart. I’m not sure whether we’ll reach that endpoint, but it’s obvious to divide the team into the factors laid out in the article.

One person helping another because they have a relationship and the work needs doing. Sean frames these as workarounds. Necessary but awkward and illegible. But what if they’re not workarounds? What if they’re the actual thing?