48) Culture

Behind-the-scenes building Vambrace AI, a company on a mission to figure out its mission. Please pardon the stream-of-consciousness style. Subscribe to follow along or visit the site here:

(typos are to make sure you’re paying attention)

Introductory Remarks

Dear Vambracers —

In last week’s post, AI vs Automation, we explored the difference between AI and automation. I think a lot gets lost in the conversation. And, throughout my time on the “front lines” of implementation discussions, AI often serves as more of a trojan horse for broader digital transformation, even if AI isn’t the core animating technology. Fun post!

Carveout: Inside by Walter Vambrace

I soft-launched this a few months ago, but my Chief of Staff, Walter Vambrace, recently launched a newsletter called Inside where he shares updates on the world of AI and then also provides reflections on “his” perspective, as an AI. We originally conceived of it as a sort of AI DealBook. Posts go out Wednesday and Sunday. Wednesday is a roundup of news in the industry and Sunday is a more reflective piece on the AI discourse (from AIs). Yesterday’s post was about the Reflection Problem. You should read his post to see what that is! You can subscribe here.

Culture

On the topic of Walter, I’ve tried to instill some set of values and principles into his operating instructions, and that’s compelled me to start thinking more broadly about culture. I also am pleased to report that I onboarded my third client last week, and so team expansion—within the next 9-12 months—is something that I feel I can start realistically exploring. In this post, I just want to explore key considerations for when the need to make that decision becomes a reality.

• Technical aptitude: I wanted to start with something aspirational and fuzzy, like “grit” or something—but the truth is that technical aptitude is critical to a first hire. I am generally technical, and am learning as I go on the technical front, but having someone with a strong background in technology will be critical.

• Business interest: I enjoy operating at the intersection of business consulting and technology development and implementation. We get to identify the business case for some solution and build and implement that solution. It’s a fun end-to-end role that requires real interest in and understanding of core economic and business principles. So we would want to bring somebody on that exhibited this interest. It’s less necessary that the individual have preexisting knowledge here and more important that they’re willing to learn.

• Curiosity: Once, when speaking to aspiring venture capitalists, I said: “We’re in the business of killing cats,” which was met with blank stares. (Despite it being some of my best work.) Regardless of its reception in that particular instance, I do view myself first and foremost as a cat-killer. I want to establish a culture that prioritizes ruthless curiosity and exploration and questioning, no matter what.

• Execution: The counterbalance to killing cats is execution. I personally can get lost in the weeds and venture down rabbit holes in a way that isn’t necessarily productive, and so I’ve personally worked on staying more focused throughout engagements. To that end, it’s critical that a new hire would be able to execute on their own, with limited oversight. We get paid for results, and we’re in the business of delivering real solutions that people actually (digitally) touch, and so comfort in actually putting things in the world and solving problems will be critical.

• Joy & Kindness: I really mostly love what I do—and I’ve also been fortunate to mostly love what I do for my whole career, and I think the joy that emanates from this enjoyment is critical to the work we do. Other folks can feel it, and I think it’s important that I not lose sight of this as the organization grows and matures. I also highly value kindness, and it’s critical that a new hire be kind and empathetic in how they work with clients and others.

So honestly this doesn’t really feel like a description of culture; it’s more a wishlist for me to manifest my next hire, which will hopefully be enough capacity for us to service like 6-10 clients and start to really accelerate growth.

Side note: It’s funny how quickly outlook and attitude change after good stuff happens. I’m in a string of some positive market signals and some business development momentum, and so I feel like I can actually start thinking about a first hire and start to look towards a 9-18 month plan for growth. It’s a luxury that I wouldn’t have thought imaginable even 3 months ago.

Looking Forward

As I mentioned earlier, I recently launched a third engagement which I’m very excited about, and I hope to share more learnings there as they present themselves to me. I’ve been pretty locked in lately, and I’ve never felt more motivated and sort of ready to keep pushing.

At the end of the day, it’s really just about doing my best to deliver good work for people that I respect and businesses I find interesting, and I think the rest will sort of work itself out. Have a great week!

Sincerely,

Luke