So Christmas is coming up soon....
Any chance we can get OpenAI, and Anthropic Gift cards?
That would be a great stocking stuffer.
Any chance we can get OpenAI, and Anthropic Gift cards?
That would be a great stocking stuffer.
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I was unable to run, quite frankly I also don’t like running! 😆
But my wife and daughter (not pictured) both ran a 10k and both got first in their age division. Proud to cheer them on.
But my wife and daughter (not pictured) both ran a 10k and both got first in their age division. Proud to cheer them on.
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A GC was about to implement a tool that would have needed a six-month rip-out 18 months later. Our guy heard the conversation in the hallway and killed it before they signed. That's 20 years of experience delivered in one hallway conversation.
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Before our all-hands calls at Alliance, we hold an optional prayer meeting. We pray over the company and the people in it. I lean on my faith heavily running this business. Jesus is my CEO.
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Longer contracts shouldn't earn discounts.
Shorter ones should cost more.
You're pricing risk, not rewarding loyalty.
Shorter ones should cost more.
You're pricing risk, not rewarding loyalty.
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If your technology feels like it's pulling backward instead of pushing forward, that's worth one hour. I've done this with companies at $5M, $20M, and $100M. The problem is usually the same. calendly.com/jaredpeno/cut-…
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Someone is reading your content right now, making decisions because of it, and never saying a word.
Reach out and engage. Otherwise, it's just invisible influence.
Reach out and engage. Otherwise, it's just invisible influence.
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Thanks for the love on this post. Give me a follow @jaredpeno for more content like this in your feed.
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You didn't build a bad technology stack. You made 40 individually reasonable decisions over 12 years and woke up trapped. That's what the cage looks like from the inside.
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I must say, sinus surgery is no joke. I was given the impression it was fairly minor, but at least right now, I feel hit by a truck.
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Something I’ve been working on with my team is how we handle negative feedback from clients.
I’ve seen someone get a frustrated email and immediately forward it to five other people. I get why. They care about the client, they’re frustrated, and they want everyone else to understand the urgency.
But almost every time, it creates a mess. People get defensive, side conversations start, and now we’re dealing with internal frustration on top of the original problem.
I call it dropping a bomb.
You don’t have to make everyone feel the pressure you’re feeling to get something done.
I think that’s something a lot of us have to learn as leaders. Just because something feels urgent to us doesn’t mean broadcasting that urgency is going to help anyone.
Sometimes the best thing you can do for your team is absorb a little of the chaos instead of passing it along.
I’ve seen someone get a frustrated email and immediately forward it to five other people. I get why. They care about the client, they’re frustrated, and they want everyone else to understand the urgency.
But almost every time, it creates a mess. People get defensive, side conversations start, and now we’re dealing with internal frustration on top of the original problem.
I call it dropping a bomb.
You don’t have to make everyone feel the pressure you’re feeling to get something done.
I think that’s something a lot of us have to learn as leaders. Just because something feels urgent to us doesn’t mean broadcasting that urgency is going to help anyone.
Sometimes the best thing you can do for your team is absorb a little of the chaos instead of passing it along.
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If an employee runs up a $1,000 monthly AI bill, would you know how to allocate that cost?
Accenture is reportedly limiting central funding for Claude to $29 a month for many employees. Additional usage has to be charged to a project or team budget.
There's the distinction. own the cost, rather than imposing a universal $29 spending limit.
I think business owners should pay attention.
If you run a construction or engineering firm, you already understand job costing. Labor and equipment belong against the work they support. AI usage is starting to need that same treatment.
An estimator using AI to compare bid documents could have a legitimate reason to spend more than someone who uses it to rewrite a few emails. Giving both people the same allowance tells you very little about whether either is spending wisely.
But I wouldn’t accept “it saves me time” as the whole justification, either.
Show me which work got faster, whether the output was accurate, and what happened to the time we got back. If every estimate still needs the same amount of correction, we need to count that.
For project work, put the AI cost against the project. For an internal improvement, give it an owner and a defined trial budget.
Then review the result with the person doing the work. They may have found something worth expanding. They may need help using it better. You won’t know from the bill alone.
Accenture is reportedly limiting central funding for Claude to $29 a month for many employees. Additional usage has to be charged to a project or team budget.
There's the distinction. own the cost, rather than imposing a universal $29 spending limit.
I think business owners should pay attention.
If you run a construction or engineering firm, you already understand job costing. Labor and equipment belong against the work they support. AI usage is starting to need that same treatment.
An estimator using AI to compare bid documents could have a legitimate reason to spend more than someone who uses it to rewrite a few emails. Giving both people the same allowance tells you very little about whether either is spending wisely.
But I wouldn’t accept “it saves me time” as the whole justification, either.
Show me which work got faster, whether the output was accurate, and what happened to the time we got back. If every estimate still needs the same amount of correction, we need to count that.
For project work, put the AI cost against the project. For an internal improvement, give it an owner and a defined trial budget.
Then review the result with the person doing the work. They may have found something worth expanding. They may need help using it better. You won’t know from the bill alone.
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I opened our leadership retreat last week with Philippians 2:3-4.
"Do nothing out of selfish ambition or vain conceit, rather in humility value others above yourself."
It became the operating principle for the whole day.
Here's what I actually believe about work: it's not a od gave Adam meaningful work before sin ever entered the picture. Work is a gift. The dignity of building something, solving something, serving someone is purpose.
Which means when I show up to run Alliance, I'm not just trying to make payroll. I'm trying to build something worth showing up to. A place where the work itself is meaningful, where people go home better than when they came in, where what we build multiplies into the families connected to it.
The practical expression of that isn't big. It's small things repeated consistently. Praising specific behavior publicly so it gets repeated, and building the kind of meeting where someone who struggled last quarter feels safer trying again.
The leaders I've learned the most from don't just run good companies. They build cultures that make people better at being people.
That's the one I'm trying to build.
Some days I'm better at it than others. But I know what I'm building toward.
"Do nothing out of selfish ambition or vain conceit, rather in humility value others above yourself."
It became the operating principle for the whole day.
Here's what I actually believe about work: it's not a od gave Adam meaningful work before sin ever entered the picture. Work is a gift. The dignity of building something, solving something, serving someone is purpose.
Which means when I show up to run Alliance, I'm not just trying to make payroll. I'm trying to build something worth showing up to. A place where the work itself is meaningful, where people go home better than when they came in, where what we build multiplies into the families connected to it.
The practical expression of that isn't big. It's small things repeated consistently. Praising specific behavior publicly so it gets repeated, and building the kind of meeting where someone who struggled last quarter feels safer trying again.
The leaders I've learned the most from don't just run good companies. They build cultures that make people better at being people.
That's the one I'm trying to build.
Some days I'm better at it than others. But I know what I'm building toward.
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A good entrepreneur evens out the peaks and valleys of their revenue.
A great entrepreneur evens out the peaks and valleys of their emotions.
A great entrepreneur evens out the peaks and valleys of their emotions.
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The hardest deals to lose are the ones that get to 80% and stop.
You've done the discovery. They understand the solution. They like your team. There's no objection on the table. And then — silence.
Most sellers interpret this as a product problem. Add a feature. Lower the osal.
It's almost never that.
The stall at 80% is almost always a framing problem. Nobody has made the prospect feel the cost of not deciding. And in the absence of urgency, the safest thing to do is nothing.
Try this reframe: "Every day you don't go with us, there's a cost."
Map out what delays, inefficiencies, or risks are accumulating while they deliberate.
Make inaction visible.
Once someone can feel what standing still actually costs, the decision becomes obvious.
You've done the discovery. They understand the solution. They like your team. There's no objection on the table. And then — silence.
Most sellers interpret this as a product problem. Add a feature. Lower the osal.
It's almost never that.
The stall at 80% is almost always a framing problem. Nobody has made the prospect feel the cost of not deciding. And in the absence of urgency, the safest thing to do is nothing.
Try this reframe: "Every day you don't go with us, there's a cost."
Map out what delays, inefficiencies, or risks are accumulating while they deliberate.
Make inaction visible.
Once someone can feel what standing still actually costs, the decision becomes obvious.
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The companies that resist AI adoption aren't anti-technology.
They're afraid of 2009.
Most construction and manufacturing executives I talk to have a visceral memory of over-hiring into a boom that vanished. They built capacity for projected growth and spent the next three ere is major scar tissue.
So when someone comes in saying "AI will help you grow faster," they hear "and it'll hurt more when it turns."
I can't blame them for thinking that way, but in this case, scale means both ways.
Modern AI-driven operations can add capability in 30 days and shed it in 60. The same workflow automation that handles 200 submittals a week scales to 20 when the market cools.
For those of us with gray hair, we've seen the downside of "good times". AI is helping those same companies take advantage of boom and protect themselves from the bust.
If you're looking to build a more resilient company - my DM's are open.
They're afraid of 2009.
Most construction and manufacturing executives I talk to have a visceral memory of over-hiring into a boom that vanished. They built capacity for projected growth and spent the next three ere is major scar tissue.
So when someone comes in saying "AI will help you grow faster," they hear "and it'll hurt more when it turns."
I can't blame them for thinking that way, but in this case, scale means both ways.
Modern AI-driven operations can add capability in 30 days and shed it in 60. The same workflow automation that handles 200 submittals a week scales to 20 when the market cools.
For those of us with gray hair, we've seen the downside of "good times". AI is helping those same companies take advantage of boom and protect themselves from the bust.
If you're looking to build a more resilient company - my DM's are open.
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Your board wants an IT assessment before Q1. Most IT firms will hand you a stoplight chart with no business context. I built a 5-document pack that actually tells executives what they need to hear. $97. products.jaredpeno.com/it-assessment-…
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