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When leaders demand a 'sense of urgency,' it often signals the absence of a diagnosis. True urgency isn't injected into an organization — it's derived from knowing exactly what obstacle you're up against.

Richard Rumelt's insight is uncomfortable: ambition is not a strategy, and a list of objectives is not a plan. Good strategy starts with a diagnosis, moves through a guiding policy, and concentrates force on the crux — the one obstacle worth solving.

Every major function has structured practices. The CEO role remains the strange exception — and the cost of that absence is rarely visible until it's too late.

Accelerating on AI is justified. But it's a symmetric response to an asymmetric threat. The real question isn't how fast you're moving — it's whether you know what space only you can occupy.

Most CEOs ask their CTO: are we going faster with AI? That's the wrong question. It produces reassuring answers and hollow metrics.

Every exec wants the same KPI: what's the ROI on our AI tools? The numbers look great. The problem is they're measuring the wrong thing entirely.

Using AI agents is like learning delegation all over again. The same barriers, the same progression — except the bottleneck has moved to validation, and nobody trained your team for this.

Agentic AI doesn't just assist — it acts. And that changes everything for Tech teams: how we design systems, how we manage risk, and what it means to govern technology.

After 25+ years in tech, I'm starting this blog to share what I've learned — and what I'm still figuring out — about leading organizations through the most disruptive technological shift of our lifetime.