When Your Team Starts Moving Faster Than You

In this episode of The AI Operating System Diaries, Mark Burgess reflects on a surprising new stage of AI adoption inside his own team.

At first, the frustration was speed. Mark was moving at AI pace, while the team were still operating inside the old rhythm of meetings, approvals and manual working habits. Over time, the business developed a new way of working called live alignment — where the vision, standards and direction become part of the operating environment rather than something that has to be constantly repeated.

But then a new problem appeared.

The team caught up.

Then they started moving faster than him.

This episode explores what happens when AI stops being a tool and starts changing the way a business moves. It is about founder discomfort, team empowerment, the changing nature of control, and why real alignment means people no longer need constant permission to move in the right direction.

Mark also discusses the reality of AI versus the dream of AI — why it breaks, why that does not mean it has failed, and why the businesses that learn to operate with imperfect AI will move ahead of those waiting for perfection.

He also shares how using Uzair with a trained company brain is changing the way work happens inside the business, turning contact intelligence into emails, blogs, campaigns and ideas inside one working environment.

The real story is not that the team overtook the founder.

The real story is that, for the first time, they could.

Transcript

SPEAKER_00 0:12

transforming our own company into an IR first business. So this podcast documents what actually happens during that transition is the resistance, the mistakes and the breakthroughs that change how businesses work. So I want to talk about something today that I'm right in the middle of. Not it's something I've completely figured out. Not something I've got a neat little framework for and definitely not something I want to pretend is all clean and perfect. It's more of a field report from inside the change. Because over the past few months maybe longer than that actually I've been going through something internally with my own team that I think a lot of estate agency owners are going to experience as they start properly adopting AI. And I don't mean you know playing with chat GPT for a few emails I don't mean using AI to rewrite a social post. I mean when AI starts changing the operating rhythm of the business when it starts changing how fast your ideas move like how fast your decisions get shaped and the work actually gets produced what I'm finding is it's changing how fast teams can go from thinking about something to actually doing something. And the thing I've realized is that at the beginning of the AI journey all of my frustration was that everyone else and everything they were doing felt too slow. Then if you get it right something a bit weird happens they catch up and then something even stranger happens they overtake you and that's where it gets really interesting because for months and months I was frustrated that my team couldn't move fast enough. I was using AI every day I was thinking with it I was testing with it I was writing with it I was planning with it changing ideas shaping products improving content working through strategy and everything felt like it was just moving at insane speed I could have an idea in the morning explore it break it apart put it back together create something from it refine it and by the end of the day it felt like I'd moved weeks forward but then the human organization around me was still moving at human speed and I don't mean that as an insult I don't mean like my team were lazy they definitely weren't I don't mean that the people didn't care but they were still working inside this old business rhythm. You know they're they're in technology it's not like they didn't know AI existed but they were still just going with the way it had always been having their meetings sending their messages getting clarification around things waiting for approval on things trying to understand what I meant about something like asking what was the priority like option A or option B and needing the the wider context on everything. And I was just getting frustrated because I felt like I was sprinting and everyone else was jogging. That's probably the best analogy I can give you imagine running a race where I'm a hundred meters ahead of everyone else I'm sprinting I'm looking back and I'm shouting come on this is where we're going and behind me the team are just they're jogging along they're moving but they're not moving at the same speed and for a while that gap is like really frustrating once you've felt the speed of what you can do in AI like normal business speed just starts to feel painfully slow right but then over time something changed. As a company we found a different way of working not not like any way that I've ever read in a business book or any way that we've ever worked before we changed the whole structure of how we do things internally we've started to call it live alignment and I'll talk about what I mean by that in a minute but the short version is that we stopped relying on alignment as something that only happens in meetings. We started building alignment into the way the team actually works and over time the team caught up but this is the interesting bit they didn't just catch up they became aligned enough and confident enough and empowered enough to start moving faster without needing me to pull them forward every five minutes and now I've got a new problem they've actually overtaken me not in a bad way not in a misaligned way not in a what the hell is going on kind of way but in a very real way they're moving things forward before I've fully processed that those things are moving. It's kind of insane they're taking ideas shaping them building them getting ready and almost getting to the point of shipping it and I'm sometimes finding out about them when they're nearly ready to go and if I'm honest which is the whole point of this podcast it feels uncomfortable because for my entire life as a business owner I've led from the front that's always been my role I see the thing first I push the thing first I drag the company towards the future I'm usually the one 100 meters ahead saying trust me this is where we need to go and now for the first time I'm not always at the front the team are and there is a part of me the old founder part of me that wants to say whoa whoa whoa whoa hold on who told you to do this but then I have to stop myself and I have to ask a better question are they taking the company in a different direction or are they taking the company in the right direction faster than I expected and that's the real lesson because the answer is they're not going in the wrong direction. They're aligned we've got a new process around that they understand the vision they understand what we're trying to build they understand what matters to our customers they understand the customers and they understand the product direction they're understanding the operating model shift that we're trying to create they just don't need reminding of it every single day anymore and that's both amazing and uncomfortable at exactly the same time it might sound weird but you might be able to relate with it now or at some point in the near future and you'll still when your team starts going a hundred times faster than the way they're going at the moment it sounds like something you'd love to happen but I'm telling you it's weird when it does so this episode is really about that it's about what happens when AI stops being a tool and starts changing the way a company moves. It's about the discomfort of a team becoming genuinely empowered I always felt that my team were empowered but everything would always still run through me in some way or another when decisions got made and this is about why leaders have to rethink control. It's also about the reality of AI versus the dream of AI because there's another thing I keep seeing which is people expecting AI to be magic and then complaining when it breaks and then finally I want to talk a bit about Azir because I've started using it differently now that it has a brain and I think that gives a really good example of where this is all heading but the main point is this the real story is not the tool the story is what the tool exposes about how the business still thinks so let's dig let's dig into it when you first properly adopt AI one of the first things that changes is your relationship with speed before AI business speed was normal you had an idea you spoke to someone about it maybe you put it on the agenda for a meeting and the meeting happened the next week someone took notes everyone went away and worked on something and then we came back it needed changing it went around a few more people and then you lose bit you lose track of it a little bit someone saying like what was we what were we here for again you have another meeting and eventually something moved that used to feel pretty normal that was business once you start working with AI properly that rhythm starts to feel broken because AI compresses the distance and you can have an idea and explore it immediately you can challenge your own thinking in the same minute and you can produce a first version of what it is you're trying to do in second you can ask then ask for an alternative you can test different angles you uh run through into something that's visible and you can you can change your expectations on it. So because of all of that suddenly waiting a week to discuss something feels a bit silly waiting for someone to come back with a first draft for instance feels slow. Or waiting for three people to get their head around it and understand the context just feels a bit unnecessary. This is where leaders need to be careful because it's very easy to become impatient with people. I definitely did there were times when I was thinking why is everybody moving so slow? But the truth is they weren't really moving slowly because of in they were incapable they were moving slowly because the operating model around them was still designed for the old world and that's the important distinction most teams are not slow because they don't care they're slow because the business has trained them to move slowly right we've we've actually trained people to wait wait for the meeting wait for the instruction wait for Mark to explain the context or for the manager to confirm the priority wait for someone else to make the decision. And then we introduce AI and we expect people to suddenly move fast but they can't because AI speed inside a permission based operating model just makes this frustration that I'm talking about. The leader can see the speed the team can feel the pressure and nobody quite knows where the alignment is and this is exactly what happens in a state agency as well when owner starts to see what an AI can do they see the leverage they see that portal leads could be handled faster they see that marketing could be created faster they know the impact that all of that's going to have they see the admin could be removed they see the follow-up can happen without someone manually needing to remember everything they get excited but the team doesn't experience it as excitement the team experiences it as disruption the owner's looking at the opportunity the team's looking at the change to their working day so I'm seeing the speed the team's feeling the uncertainty and this is where so many AI projects are going wrong. The leader thinks the problem is adoption but it's the rhythm it's not adoption it's the rhythm the business has still got an old rhythm and AI is trying to play a completely different song to that rhythm. I think one of the biggest mistakes that leaders are going to make as they go through this is to confuse this speed with intelligence. And you're using AI heavily you start moving faster and because you're moving faster you feel like you can see more than everybody else and maybe maybe you can but that doesn't mean everyone else is stupid means they haven't yet been moved into the same environment you're operating in one reality they're operating in another you're inside this fast feedback loop with AI and they're still in the old loop of messages meetings tasks approvals so how do you bring the team into the same operating rhythm and I can tell you from experience not by shouting at them to move faster and not by telling them AI is amazing every five minutes but you but you you do it by changing the way the business is the business stays aligned. That's where our live alignment came from I want to be careful with this because I don't want to make live alignment sound like some finished polished system that we've completely perfected like we definitely haven't we're still figuring it out but we've definitely found something because historically alignment in a business usually happens in meetings you get people in a room you explain the vision you explain the plan you explain the priorities you explain why something matters everyone nods everyone leaves and then the work happens a few days a few weeks everything starts to drift I think in uh Geno Wickman's traction book he says every 90 days by like that's the maximum you can leave it by then everyone's gone completely off track. You might even probably find that in some businesses after 30 days or 60 days. It's not because people were trying to do the wrong thing but because the context wasn't alive in their head anymore. It's trapped in a meeting that happened whenever the meeting happened so you have to have another meeting and you realign everyone then you repeat the same things and you remind people what matters you correct things you put everyone back on track and everyone calls that management right but I'm starting to think a lot of what we call management is really just delayed correction if you want to call it that the business drifts then we correct it then it drifts then we correct it then we have another meeting and that might work when the business is moving slowly but it doesn't work at AI speed because by the time you notice the drift the work's already moved too far. So alignment has to become live it has to exist inside the way work is happening not as me doing a speech not as a poster on the wall not as something that the founder says once a month but as part of the operating environment for me live alignment means the team is not waiting to be reminded of the direction the direction is built into the way the business works it means people understand the company vision well enough that they can make decisions without constantly coming back to ask is this okay is this what I was supposed to be doing it means the standards are clear the customers clear the the product direction's clear all the commercial logic logic is clear the boundaries are clear because those things are clear people can move fast that's the shift it's not chaos it's not everyone doing whatever they want it's the opposite it's controlled speed in the old model imagine a group of cars trying to get somewhere but only the lead driver knows the destination so every few miles everyone has to stop the lead driver gets out explains the route again tell everyone where they're heading answer the questions get back in the car they all drive a bit further then they stop again the founder's got the map right in this analogy everyone else is just following the headlines but live alignment is different live alignment is when everyone has the same sat nav same destination same route logic same rules of the road same understanding of what to do if something changes now the convoy can move without stopping every five minutes and I guess what I'm getting used to is that that's not less control it's better control it's a it's just a different way it's a different working world that we're moving into. Control has moved from one person's instructions to a shared operating system. This is what I think estate and the owners need to start understanding. If your team needs constant reminding then you don't really have that live alignment you have some sort of dependency and dependency feels safe because everyone keeps coming back to you you know you you might moan about it but it's kind of safe but it it's it creates this drag it slows the business down keeps the founder in the middle of everything. And then when AI arrives the founder becomes the bottleneck of everything. It's a hard thing to admit because as as a business owner we like to be needed and we might say we don't we might complain that everything comes back to us but there is a part of us that's built our identity around being the person who knows the person who decides who sees it first the person who sorts it and AI challenges that because if you really want an AI enabled business you cannot remain the central processor for every decision. The business has has to become intelligent around you that's uncomfortable but it's also the point. So I guess one last analogy on this like you know you might have an estate agency and you might have let's just say uh 250 properties under management and you dream of the day whereby like you know on your big vision board you've got a thousand properties under management and the decisions that you've always made to try and get there are things that go through you. You're going to be the one that decides like how that gets driven forward. Yeah you might have a market in person or you might have listers and that sort of stuff but you're all sort of deciding together you're looking at the numbers you're trying to get it to work if one member of your team can suddenly jump you up to put implementing a strategy that they think is going to bring another hundred landlords on board and they go on and they implement the whole thing and they just just at the last moment come back to you and go right we're ready to roll this out that's the moment where you're going to be like whoa whoa whoa whoa what do you mean you're gonna roll this out what you're gonna roll out why have we not had meetings about this that's what I'm talking about but hold on the vision of the company was getting to all of these landlords these people can see the vision it's like they're doing this amazing job so yeah maybe it will need a little check but you have to get used to not delaying it because you weren't in the meetings so this is where the story changed internally for me. At first I was frustrated because the team couldn't keep up then we found the alignment then everyone started moving together and then obviously recently I've noticed they're they're ahead of me not everywhere not on everything but enough that I could feel it things were happening faster than I expected ideas were being developed work was being shaped decisions being made and I was hearing about some of it later than I was used to hearing about it. My first reaction was not pure excitement if I'm honest I wish I I wish I could sit here and say I was immediately delighted but that just wouldn't be true. My first reaction was probably I would say discomfort and I know like some of my leadership team felt the same way because we've spent our whole business life leading from the front as I said I'm used to being the person who says this is where we're going I'm used to being the person dragging everyone towards the future before they can even see it. But now I'm in this strange position where the team are not waiting to get dragged they're moving and in some cases as I say they're moving faster than me. So it's definitely a founder instinct that kicks in and says hold on who told you to do that but the question belongs in the old operating model I believe. I mean as I say still a work in progress but that's what my gut is telling me the question assumes permission is the source of control. In the old world maybe it was because if someone did say it without you knowing there was a decent chance they were doing it without the full context they might be taking the business off in a slightly different direction they might be solving the wrong problem. So you'd pull it back you'd slow it down and that all made sense but we're in a different world now because now when I ask what I think is the better question Are they taking the business in the wrong direction? The answer's no, they're not. They're taking it in the right direction. They're just taking it there faster than I expected them to, with a decision that they made without me. And that's a different kind of discomfort. That's not the discomfort of chaos. You know, I've experienced that before. This is something different. This is the discomfort of a founder realizing control has changed shape. The business is not out of control. The business is becoming less dependent on my proximity. That's the key line. Founders often confuse control with proximity, but I think because we're close to every decision, the business is safer. But sometimes the business isn't safer. It's just slower. In the old model, the comfort came from seeing everything before it moved. So our comfort was almost coming from that delay. It wasn't always better thinking. That's where the leadership starts to feel different. The old comfort signals are disappearing. Business doesn't always ask for permission in the same way. No one wants to wait for meetings, and I wanted that to happen. I wanted this to happen. Why do we have to have another meeting? What's the other meeting for? I'm doing this in minutes. Why can't Usluck do it in minutes? Suddenly now, because we have live alignment, it's just it's it's uncomfortably fast. Now that feels strange, but it doesn't mean it's wrong. It's like an airport where you've got planes moving at incredible speed, aircraft taking off landing, crossing paths, changing attitude, responding to weather, dealing with passengers, fuel, timing, safety, like everything. It's all going on at once from the outside. If you didn't understand the system, it'd look terrifying. You'd think, how is this not ending in disaster? But it's not chaos, there's an infrastructure, there's rules, there's visibility, and that's what we've been building internally to make all this work. So once the team actually starts to move faster, the owner gets nervous. And I just thought it would be good to share that with you guys, and because I'm sure that it'll come for you too. The more I think about this, the more I think that leadership in an AI operating model changes from being about personal false to being about architecture. The old model, a lot of the leadership was false. Not false in a negative way, but you know, energy, charisma, drive, momentum. The founder pushes it, the founder explains it, the founder notices when things are drifting and pulls it back. You know, and that's that worked. It's worked in well my entire business life. Um, and most entrepreneurial businesses are built that way. The founder's energy is the engine. But there's a limit to that model, and AI is breaking that model. Now it's a very different role. The leader still matters, possibly more than ever, because he they're required to create, still create that vision. Where are we going? What is the higher thinking here? And that's where it all starts from. But then the work changes. So the leader sets the direction, defines what good looks like, makes the principles clear, also probably defines the commercial logic and and the and the type of customers that we're working with. But then the leader just builds the environment where aligned people can move quickly without drifting. Not stepping back and hoping for the best. It's a it's a more advanced form of leadership, I think. Doesn't always look like the old version. Like the old version was me being in every room, new version, leadership looks like they're making sure the room just doesn't need you in it. And not every time at least. So if the business only stays aligned because the owner interrupts every day, AI is going to expose that. The team only knows what matters because the manager repeats it in meetings, AI will expose that. If a CRM is just a place where data sits and people have to remember what to do with it, AI is going to expose that. And this is exactly why I keep saying AI is not a tool upgrade, it's an operating model shift. Because the advantage is not that one agency has a clever tool and another agency doesn't. Tools can be copied. Jesus, if we haven't learned that by now in our state agency, we're never gonna. Features can be copied, workflows can be copied. An operating model is much harder to copy. A team that's genuinely aligned, using AI inside the rhythm of the business, with shared context, clear standards. They're not just using better software, they're gonna be working differently. That's the divide that we're gonna see in a state agency and just in business in general. The manual agencies will still be trying to improve the old way. Let's just all carry on working this way and chuck some AI on top of it. But it's not gonna work. It's not about being able to say we use AI, it's about whether the business can generate more revenue with less drag. And to do that, you have to change the whole operating system. It doesn't matter whether you're an estate agency or a software business or a coaching business or anything in between. So I wanted to get speed, I got speed, and then I had to deal with what speed feels like, and that's what I'm trying to get across. There's another lesson wrapped into all of this, which I think is really important, and that's the difference between the dream of AI and the reality of AI as of 2026. Dream of AI is very seductive. Dream is that AI can do anything, it understands everything, it never breaks, it gets gets it right first time, it knows exactly what you meant, it fills in the gaps in your thinking, and if it doesn't, people say, Well, it doesn't work. That mindset's everywhere, and it's just so wrong. AI is incredibly powerful, but it's still a technology it needs context, it needs direction, it needs better inputs, it needs people to learn how to work with it, and yes, sometimes it breaks, sometimes it misunderstands, sometimes it gives you something a bit generic and shit. Sometimes it gets the wrong end of the stick. Sometimes it produces something, and you think, what the hell is that? That's part of using a new technology. The question is not whether AI breaks, it's about what you do when it breaks. Because this is where I'm seeing two different groups of people. One group uses every breakage as evidence that AI doesn't work. They try it once, they give it something imperfect, they say, see, I told you it's rubbish, it's not there yet. Then they go back to their old way. Comfort. The other group treats the breakage as feedback. They go, hmm, why did that happen? Was the context missing? Were the instructions unclear? Maybe like the data I gave it was weak. What was wrong here? Did we ask the AI to do something it was never really set up to do? And then the second group gets better and the first group gets left behind. And to be blunt about it, if every time AI breaks your responses to complain that AI doesn't work, you're probably just not ready for the leverage that AI is going to create for you. Because leverage is always going to come with a learning curve. Every major technology shift has been like this. You know, when cars first arrived, they broke down. That doesn't mean that horses were the future. Just that the infrastructure had to mature, the roads had to improve, mechanics had to learn, drivers had to learn, the rules had to change. So that's just it's just familiarity bias. And the people waiting for perfect AI before they use AI are going to be very, very late. Again, it might sound a bit harsh, but I think it's true. Winners are not going to be the people who waited until AI was flawless. Winners are going to be the people who learn to operate with an imperfect AI before everybody else. And this brings me to something I've been doing more myself recently, which is using Uzair now that it has a brain. And again, I don't want this to sound like a product demo or something like that. I'm just sharing my experience, and I know it's an experience that a lot of you are going to go through too, because you use our AI operating system, and we're about to release the brain function to all of you guys, or maybe by the time this is out, it's already there. This podcast isn't about a product, it's a useful example of the shift I'm talking about. Because most people's first experience of AI is outside of their working environment. You know, they open uh Chat GPT or Claude or whatever they prefer, they ask a question, and that's you know, it's really useful. I still do that, but there's a ceiling to it because general AI tool doesn't automatically know your business, doesn't know your customers, your your your tone. I mean, you may you may have some custom GPTs, but you know, it doesn't know all of the products inside out, it doesn't know the context, the context behind all of the contacts in your database, the commercial objectives, unless you keep on telling it and training it. So what happens? You spend half your time rebuilding the context every time you use it. You have to explain everything again, you have to explain the audience again, you have to bring data in again. So the real power starts when AI is not outside the business as a clever assistant. The power starts when AI lives inside the working environment with the context, with the data, with the company brain, with the customer intelligence, the operating logic. And that's what I've started to experience more with Azaire. Now that it has a brain, the interaction is different. I've been testing it out for our company. Now, it's difficult for me to do that because obviously, at the core of Azair, it is it understands estate agency, it knows that it is an estate agency assistant. So for me to try to teach it about iceberg digital is a bit confusing for it. You know, I have to call our prospects vendors, for instance. You know, and there are some nuances to it, but it gets me to the point whereby I've I'm able to test it and see how it works and see what using it would be like. And because the brain is where the business context lives, it's where the AI starts to understand the company rather than just answer generic questions, then there's a bit of a learning curve that I've experienced with it. I've noticed it in myself. So even though we're building this stuff and I'm deep in AI every day, there's still a habit for me to default back to the tools I already know. I'll just ask Jack, I'll just ask GPT. Like I've got a custom GPTs there, like it'd just be quick. I'll go and ask Claude, for instance. That's just my muscle memory. The reason you default back is because you haven't spent enough time building the brain inside your own working environment. But I can tell you once the brain is trained, the behavior starts to change. Because now you're not just asking AI to write something, you're asking the you're asking Azair to work with context, and it's completely different. One of the things I've been doing is using the contact intelligence. So I'll go into Azair and I'll ask it to help me write an email based on what we know about the contact. But because the brain has been trained, it doesn't come back with some generic bland corporate shit that could have been written for anyone. It has more of the environment, it has more context. And then what happens is the work starts to expand from there. The email that it writes become starts to become part of a bigger thought for me. I'll then get into a back and forward conversation with it about whether that idea could become a blog post. And then it writes the blog post and it creates the image and it puts it all online for me because it's all part of my ecosystem. And it and it reshapes the email and then it helps me create a whole email campaign out of it. Suddenly, what used to be separate pieces of work across separate tools and separate people starts to happen inside one intelligent environment. That's the shift. It's not AI wrote me an email, that's the shallow version of it. The deeper version is that the gap between customer intelligence, business context, and execution is starting to disappear. Anyway, it's not going to be perfect from day one. Like I said in my in my last point. You know, but as we slowly connect the dots, more and more of the dots, the brain, the contact intelligence, the zoom, um, you know, the phone transcriptions, the WhatsApp conversations, and then we our release of uh the new stats and targets start to land inside the system, connect that up, connect up so that it can read all of the blog posts that you've ever written, connect up all of the sales progression, connect up everything. You'll start to be able to see, like, okay, this is incredibly powerful. If you can be bothered to train the brain, because you've got a GPT somewhere that you think knows you quite well. But you know, you can just take the questions that the brain asks and ask the GPT to answer them for you, right? Get one to train the other. So the person operating it can move from idea to output incredibly quickly once they're actually inside the lifecycle system. That's why the brain matters. Because without AI, because AI without you know the context is clever, AI with business context is actually useful. And AI inside the working environment is real leverage. Those are three very different things. I think a lot of people are stuck at stage one of like AI being useful. They're impressed that AI is clever and useful, but clever doesn't ultimately change the business. Everyone's got access to that, it's not going to move the dial. As more operators get built around the brain, the working environment will become more and more and more powerful, and it'll all link back to that central foundation. Most companies that are trying to sell AI to people are jumping too far down the line with it. They're just creating features that sound really cool. But without that foundation, they're just going to fall apart on you. And anyone can just take a feature. So, just another learning is that like as we release the brain into the system, you should spend some time really trying to get it to understand your business, even if you think you've got a good GPT somewhere, you should still do that, and you should start trying to use it, and you will start to see the magic of what actually happens when it can do things inside your software. And as we release operators, those operators will already fully know how the business works. So, what does all of this mean for a stating C owners? I know some of you will be listening, thinking about your own teams. I guess I in summary, uh, you might be thinking, My teams, I you know, I don't know, they're nowhere near overtaking me. I'm still trying to get them to log into the system properly. And I I totally understand that, but that's probably why this matters more than the more than the people that are ahead of you. So it's the early signs of this shift don't always look exciting. Sometimes they look a bit frustrating, sometimes they look like resistance from your team, or that they're confused, or that they're complaining about the AI. Sometimes they look like people focusing on the thing that went wrong rather than 10 things that got faster. Or they might be saying, like, that's not how we normally do it. Shit like that. And this is where the leadership matters, because the leader has to understand what's really happening here. You think you're just introducing a tool, you'll get annoyed when people don't use the tool. But if you understand you're changing the operating model, then you might start to see the resistance differently. You'll realize people are not just resisting software, they're just resisting the new rhythm, new level of visibility and accountability, a new way of thinking, new relationship with uncertainty, with the speed, and probably underneath it all, maybe a bit of a fear about where they fit into all of that. That's why the adoption's hard. Not because the buttons are complicated or because AI changes what the work feels like. So they're used to doing things manually, just like myself, just like you in our roles. We can see the opportunity for AI, but when it suddenly starts to disrupt our role, I can tell you it also starts to feel uncomfortable, and now I'm able to maybe see that from their point of view a little bit clearer. So I hope you found that uh episode useful. Maybe it's something that hasn't come down the tracks for you yet. Maybe by listening to this, you can avoid it ever coming down the tracks for you. But I think the important thing to take out of all of that is the AI can speed up everything, including the job that you do as a founder to keep everybody aligned. If they can all stay aligned without you needing to do that, everything can move at superpowers, and then you have to get comfortable with the fact that AI is now truly going to speed up your business.