Now

Working On

1.) Managing a four-market production engagement for Generator Partners through May 2026.

2.) My own presence and personal/professional brand. Connecting with cool people building cool shit.

Reading

1.) Skin in the Game by Nassim Taleb.

2.) Seeking Wisdom: From Darwin to Munger by Peter Bevelin

Fitness

Currently in a fat loss phase targeting strength retention while leaning out. Focus is on creating a more efficient metabolism through better glucose utilization. This looks like supplementing with Vitamin B1 (Thiamin) in TTFD form to cross the blood brain barrier, improving sleep and circadian rhythm, and daily mood practices to keep energy high.

Eating protocol: early in the day until noon is primarily fruit, honey, and collagen only. Fast acting whey post workout. High starch and high protein lunch. Fruit between meals. Soluble fiber focus throughout. Fat used almost like a supplement at the end of the day with a high fat high protein dinner.

The logic: cortisol is highest early in the day so the body prefers faster energy sources. Fruit and honey fit that window. Thiamin, which most people are deficient in, helps with glucose processing and energy production long term. Insulin sensitivity has improved. Will continue to report findings.

Four days a week in the gym. Low volume, high intensity. 13K steps a day average. Walks early in the day with no tech. Just thoughts and problems to solve.

Thinking About

Our brains actively construct reality rather than passively receive it. This has real implications for how organizations work.

For people whose job is execution, predictability is a feature not a constraint. The more consistent and clear their environment is, the more efficiently their brain can operate and the happier they tend to be. Removing unnecessary uncertainty from their day is one of the highest leverage things a leader can do.

For high performers it is different. Their brains run on feedback and novelty. A predictable environment will eventually feel like a cage. The job there is not to create stability but to delegate decisions, not just tasks, give them real ownership, and then give honest feedback on the outcomes. Over time that feedback loop is what shapes behavior across an organization.

The other thing I keep coming back to is how often people misdiagnose their own constraints. We tend to buy into our own ideas. We generate meaning from them. And that need to feel important and right makes us genuinely blind to evidence that points elsewhere.

The map we carry around is not the terrain. Most operational problems trace back to someone confusing the two. Mapping actual behaviors to actual outcomes, not to punish but to understand, is how you start to see the terrain clearly.