The last several months have been a period of deep technical restructuring. Since moving away from the cohort model and operating without a core team at the end of 2023, I decided to go solo. My primary goal was to see if a single founder could maintain the velocity of a full team by shifting the burden of operations from human staff to an automated AI stack.

I’ve spent this time "R&D-ing" my own life across Hellodesk, Schoolze, and Art Abilities, building casually but deeply into the automation layer of each. It was a choice between hiring new managers to replace the old ones or architecting a new way to work. I chose the latter, and honestly, I’m having the most fun I’ve had in years.

The Management Tax

In a traditional startup, growth is usually synonymous with hiring. We are taught that to do more, you must manage more. But management is a tax on founder focus. By late 2023, I realized that a disproportionate amount of my mental energy was being consumed by the "Human Layer", coordinating schedules, managing expectations, and maintaining the cultural cohesion of a small team.

When the core staff moved on, the "Management Tax" was suddenly repealed. The silence that followed wasn't an empty void; it was a space for high-bandwidth building. I realized that for a technologist, "people problems" are often just "system problems" that haven't been automated yet.

Operating solo has been a revelation in efficiency. When you remove the friction of management and synchronized schedules, you regain your most valuable asset: founder flow. In 2024, the primary coordination in my businesses has been replaced by Intent.

The Architect vs. The Manager

The transition to a solo-architect model required a fundamental shift in mindset. A manager asks, "Who is going to do this?" An architect asks, "What system is going to handle this?"

I began by automating the recurring administrative and outbound tasks that previously required a core team. By using early agentic workflows, I could manage the finances for Art Abilities and the operational needs of Hellodesk simultaneously without increasing my working hours.

For example, the outbound cycles that I previously found so draining, the constant need to recruit and engage, were the first to be refactored. I realized that if a task is repetitive enough to be delegated to a junior staff member, it is structured enough to be handled by a LLM-driven agent. By building these "digital workers," I wasn't just saving money; I was eliminating the emotional overhead of management.

The Joy of Solo Leverage

This wasn't just about saving time; it was about the quality of the work. I found that I was having more fun building. The exhausting "hustle" of recruitment for cohorts was replaced by the intellectual challenge of system design. I was no longer trying to "scale a team"; I was scaling my own intent through tireless, digital workers.

Working across multiple projects, Hellodesk, Schoolze, and Art Abilities, provided a unique vantage point. Whether I was working on a non-profit art studio in Pacific Grove or a tech-heavy project, the underlying logic remained the same: Systems outlast tactics. In the non-profit world, the lack of resources usually leads to burnout. In the tech world, the abundance of resources usually leads to bloat. By applying a solo-architect model to both, I found a middle path of "Sovereign Efficiency." I could provide high-level financial reporting for Art Abilities while simultaneously iterating on the product roadmap for Schoolze, all because the "operational noise" had been silenced by automation.

Scale Without Bloat

One of the biggest lies in the startup world is that "Small is a stage, and Big is the goal." For the solo architect, Small is the goal.

Technology is objectively good at scale, but humans are objectively bad at it. As organizations grow, the "Coordination Headwind" eventually slows innovation to a crawl. By staying solo and using AI as a force multiplier, I am betting that a single, high-intent builder with a stack of autonomous agents can out-build a traditional 10-person team burdened by Slack messages and sync meetings.

The "Solo Pivot" wasn't a retreat; it was an upgrade to a more sovereign, automated, and ultimately more enjoyable way to build. I’m no longer building a company in the traditional sense; I’m building a command center where my intent is the only bottleneck.

Looking Ahead

As I move through 2024, the focus is no longer on "making things work." They are already working. The focus is now on the Reward Function. Now that the operations are automated, what is the most important thing to build?

This period of solo building has prepared me for the next leap. When you aren't busy managing people, you finally have the time to think about the systems that manage the world, starting with education.

Founders

Going Solo: Automating the Startup Operating System