I spent the last few days inside Claude Code and Lovable. Nearly didn’t sleep, seriously.
Was up nearly 24 hour straight, building out nearly and entire prototype MVP. It was addicting. Call it “red pilled” if you want. When you can simply orchestrate AI to build anything you can imagine, software is no longer a moat. Not at all.
When code generation is virtually friction-free, and with tech executives already reporting that 25% to 30% of production code is AI-generated and Nvidia’s Jensen Huang noting that “everybody in the world is now a programmer”, the traditional tech org chart becomes pure organizational drag.
Product managers, UX designers, QA testers, and middle tier ops are no longer leverage. They are latency.
Maybe there is some left, but I don’t think so. Not after what I just experience personally. The moat is that everyone can build anything, but can you kick start the revenue engine, and then create faster loops than your competition.
The company of the future collapses down to just two loops. I talked recently about these two roles as Builders or Growers, and I’m going to expand on that idea today.
Loop 1: Building (More Humans is Worse)
The first loop is pure execution. It requires as few humans as humanly possible to strip out organizational drag.
Old Way: Customer feedback -> Support ticket -> PM discovery -> Designer mockup -> Engineering sprint -> QA testing -> DevOps deployment. (6 weeks)
New Way: Customer feedback -> AI Telemetry -> Prototype -> Ship. (6 minutes)
When a single-threaded Builder runs this loop, you prototype faster than a PM can schedule a kickoff meeting. You push the fix before support can even log the ticket.
Teams of thousand of engineers will become hundreds. Teams of hundreds will become dozens. Teams of dozens will become 10 or less. Seriously, just anything more will just slow them down.
If a process or a role doesn’t directly talk to the customer or directly push the code, cut it.
It sounds so counterintuitive, but I can tell you that if you told me I had to spend the last 48 hours doing anything but working directly with AI agents in loops, I’d tell you that human would just slow me down.
Loop 2: Selling (More Humans is Better)
The second loop is distribution. It requires as many real humans on the front lines as you can deploy.
This is the other thing that will be a mindset shift. For years you didn’t want sales out in front too far of product. You wanted as many salespeople as engineers, because your sales team was already “waiting on that next feature”that a big customer wanted.
When anyone can build software in an afternoon, digital marketing noise explodes and software commoditizes. In that world, real human trust skyrockets in value. I’m all in on humans.
Take every dollar saved from flattening your middle engineering stack and pour it into human rainmakers:
- Private dinners and executive roundtables
- Keynote speeches, media, and authentic domain authority
- High-touch, high-trust customer success operators who drive retention
Heavy human sales. Heavy customer success. Light, rapid builds.
The Horizon
This two-loop model is how every winning company will operate for the next three to five years.
Eventually, this window closes too. Autonomous agents will evaluate, negotiate, and purchase software directly from other agents. Software will sell to software, and human buyers will exit the loop completely—at which point we will all be on UBI anyway.
Until that agentic horizon arrives, the playbook is simple:
Run the tightest Builder loop on the back end. Deploy the maximum human Grower loop on the front end.
Two loops. Nothing else.