From Startup Work to Trading
A reflection on how supply and demand, entry and exit, and resource commitments connect company building with financial trading.
Short
6 min read
Tags
#Strategy
Writing, research, projects, and photos around “Strategy”.
AI Does Not Automatically Create Productivity: From Local Acceleration to System Value
Starting from a multi-system integration experience, this essay distinguishes creation, task efficiency, organizational productivity, and business value—and asks where value and cost actually come from when AI enters a complex system.
Short
5 min read
Part of the column “Engineering & AI Judgment” · Chapter 10
How to Sell an AI Proposal to Business Owners: From Technical Value to a B2B Business
An edited consultation about an FDE conference, technical communication, and AI’s business value: when owners care about revenue and cost, how can technical people explain their work as a result worth testing?
Consulting
9 min read
Part of the column “Consulting & B2B Business” · Chapter 1
People, Work, and Money: The Operating Structure Managers of Managers Must Understand
A framework for understanding how an organization distributes people decisions, problem and priority decisions, budgets, and capacity—and for seeing what a manager of managers can decide, negotiate, or escalate.
Short
7 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 2
Business Model Canvas: Nine Boxes
Business Model Canvas explained through nine questions: what each box answers, how the pieces fit together, and why a project's needs change across company stages.
Method
5 min read
Three Lenses on One Project: Canvas, Pitch, Due Diligence
A note on a distinction: the business model canvas is 'made for yourself,' the startup pitch is 'told to others,' and investor due diligence is 'others scrutinizing you'; the three differ completely in purpose, focus, and framing — don't mix them up.
Method
5 min read
The Five Lenses: Connection-Oriented Problem Location
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
19 min read
Read summaryTechnical Planning Is Fundamentally Business Analysis and Competitive Analysis
Technical planning is not a project list. At its core it is two things: understanding the business you serve (business analysis) and understanding the gap and level against competitors (competitive analysis), then linking them into a causal chain of goals, trade-offs, and execution.
Short
16 min read
Part of the column “Technical Systems” · Chapter 1