How I think
These are the principles I use myself. They shape what I build, what I refuse to build, how I price value, and where I put my attention.
Five principles. Open the one that interests you. The short version stays short; the reasoning is there when you want it.
Find the small move that changes the whole game.
Why it inspires me
The world does not distribute results evenly. A few decisions, customers, features, and efforts usually create most of the outcome. That is good news: focused, bold effort can beat a mountain of busywork.
What it looks like in practice
I look for the constraint, the useful shortcut, or the uncomfortable decision that makes everything else easier—or unnecessary.
Competing on price is a boring game.
Why it inspires me
If the price does not raise an eyebrow, the value may not be clear enough. I would rather create a stronger outcome, reduce risk, or add something nobody else is willing to own than join a race to the bottom.
What it looks like in practice
Before cutting the price, I ask how we can make the result more valuable, more likely, faster, or easier for the customer to achieve.
The customer, team, partners, and business should all leave stronger.
Why it inspires me
The best businesses do not need somebody else to lose. They create enough value that customers want to pay, the team is proud to deliver, partners want to help, and the owner earns the upside.
What it looks like in practice
I would rather brainstorm a new moat than shave corners off the same commodity offer everyone else is selling.
A bold direction gives today’s decisions somewhere useful to go.
Why it inspires me
I would rather aim ten times higher and discover a better future on the way than make every decision from the limits of the present. A vision can be useful before it is proven.
What it looks like in practice
The dream is not the plan. It is the direction that helps us decide which opportunities deserve a serious attempt.
Asking if AI can think is like asking if a submarine can swim.
Why it inspires me
AI is an extraordinary assistant. Without a capable human choosing the destination, judging the work, and owning the consequences, it is just enormous capability without direction.
What it looks like in practice
I use AI all day. That makes experience, taste, debugging skill, and business context more important—not less.
Books behind the principles
Not because I agree with every sentence. I keep coming back because each one gave me a useful way to think about value, timing, money, or focus.
Alex Hormozi
Make the value stronger before making the price smaller.
I love Alex Hormozi because his results are undeniable, his thinking is clear, and his vision is enormous. He has a way of creating new wins where other people only see a fixed pie. This book keeps pushing me to improve the offer instead of reaching for a discount.
See the book
Jeff Walker
Use timing and anticipation to create momentum.
Launch made me pay attention to the time around a product, not only the product itself. A deadline, a sequence, and the anticipation before an event can turn attention into momentum. Anticipation is one of the strongest feelings you can responsibly build around an offer.
See the book
Mike Michalowicz
Make profit a daily operating rule.
Profit First dramatically changed how I think about the financial model of a business. Profit stops being whatever is left at the end and becomes a constraint you use every day. That simple shift creates better decisions long before the accountant closes the year.
See the book
Perry Marshall · foreword by Richard Koch
Find the few moves that change the whole game.
This is the operating system behind my belief that 80/20 is king. A small number of customers, offers, decisions, and actions create most of the result. Find them, protect them, and stop pretending every task deserves equal attention.
See the bookWhat this means for you
Bad bet
Six months building the wrong thing because everyone was too polite to say it.
Better bet
Explain why, find the stronger move, and put our energy behind making it real.
Bring the opportunity, the mess, or the decision you keep circling. We can start there.