Once I jumped again into SUCCESS® as managing director in July 2025, it was to assist the group pivot into changing into an AI-first firm. The expertise was shifting quick, and we would have liked to maneuver with it—not watch from the sidelines.
It began with Lovable. Then, in August, GPT-5 dropped. After that got here Claude Sonnet 4.5, then Gemini 3.0, then ChatGPT 5.2. And now we’re working with Claude Opus 4.5—which I’ve began calling “the beast” as a result of it genuinely seems like having a senior developer, strategist, and author on name always.
Every technology introduced extra context, extra functionality. The primary time considered one of us constructed one thing substantial over a weekend—a complete platform with AI-powered options, admin dashboards, built-in content material instruments—it felt like a threshold second. A 12 months in the past that will have been a six-month mission with a full group. Now it may be one individual and Claude on a Saturday afternoon.
What’s thrilling is how shortly everybody has leaned in. Rachel and Tali have been vibe coding new options. Tyler’s been experimenting with content material workflows. We’re not debating whether or not AI modifications issues—we’re determining the right way to reorganize round it.
The mannequin we’re adopting comes from Amazon: the “single-threaded chief.” One one who owns an asset end-to-end, drives all the choices and has their success tied on to the asset’s success. It’s not a brand new idea, however AI makes it dramatically extra highly effective. When one individual with AI can legitimately deal with what used to require 5 specialists, you’ll be able to construction an organization very in a different way.
In a gathering final week, Tyler instantly stated he needed to take possession of the SUCCESS Retailer. That’s precisely the vitality we’re on the lookout for—individuals who need to personal outcomes, not simply execute duties.
“It offers you that sense of, like, hey, if I work more durable, then I earn extra,” Tyler stated. He received it immediately.
We’re already seeing this work with teaching. Courtland will get paid per graduate on the finish of every cohort. The back-end operators have compensation tied to steer technology and conversion. Everybody’s aligned round precise outcomes.
So we’re extending that mannequin throughout our belongings.
The Jim Rohn property may have one operator who owns every part—the web site, the content material library, the neighborhood, e-commerce, social channels, YouTube. We’ve constructed a every day playbook proper into the platform with all of the duties that transfer the needle. The operator can observe it paint-by-numbers or go full entrepreneur and construct on high of it.
SUCCESS occasions may have one operator managing the platform, constructing relationships with occasion organizers and feeding our expertise pipeline—as a result of each speaker they uncover is a possible journal cowl, a possible teaching college member.
Individuals are volunteering to personal issues. They’re studying the AI instruments. They’re constructing. They’re considering like operators, not staff.
There are actually two sorts of individuals in any group. You’ve received the entrepreneurs, tinkering after hours, occupied with the enterprise consistently, on the lookout for methods to make issues higher. And also you’ve received individuals who thrive with clear route and a stable playbook. Each are beneficial. The only-threaded chief mannequin makes room for each—playbooks for executors, upside for entrepreneurs.
With AI, each sorts punch approach above their weight. The playbooks we’re constructing into these platforms make it potential for somebody comparatively junior to run an asset successfully. However they’re extensible sufficient that an entrepreneurial operator can take it a lot additional.
That’s the actual unlock. AI doesn’t change people—it offers one human the potential to run what used to require a group. And when that human really owns the end result, they care about it in a different way. They’re not ready for permission or route. They’re driving.
Most corporations are nonetheless determining whether or not AI is a menace or a instrument. We’ve moved previous that. We’re restructuring round it—discovering the appropriate individuals, placing them in seats the place they personal outcomes, tying their success to outcomes and giving them AI as their unfair benefit.
Picture supplied courtesy of Glenn Sanford