We Can Do Anything!
(Great, Now What?)
Every Sun morning, I ask my kids the same question with enthusiasm:
“What do you want to do today? We can do anything!”
What I usually get back are blank stares. “I don’t know.” “What do you think we should do?” An awkward frozen moment where total freedom and possibility lands not as a gift, but as a burden they didn’t ask for.
I used to get frustrated, and quickly tensions would mount. It’s only now, as I’m inundated with the promise of AI “possibilities” every min of every day, that I realize how incredibly daunting that question really is.
This seems like the defining sentiment of what “building” feels like today — equal parts exhilaration at the pace of possibilities, and exhaustion from the infiniteness of options.
For most of the history of starting companies, the hard part was execution. You had an idea (maybe a good one, maybe not) and then you spent years tackling resource constraints to bring it into the world. Not enough capital. Not enough engineers. Not enough hours in the day to build the thing, market the thing, sell the thing, service the thing, and also learn how to manage the however many people you hired to help you do it. Founders were, by necessity, defined by grit and discipline as much as by vision. That which separated the breakout winners from the pack was often velocity (in the right direction of course), because velocity was scarce.
That’s changing, fast. AI collapses huge amounts of that execution cost. A product brief that used to take a week takes an hour. A working prototype that used to require a technical co-founder or a few off shore engineers can be spun up solo on a Sat night (mediocre maybe, but spun up nonetheless). A website, a deck, a first draft of almost anything — done, and done fast. For the first time in human history, the bottleneck of making things happen is loosening its grip on who gets to start something.
And yet. Somehow this doesn’t feel like it’s made building any easier. It’s made it strangely harder.
It turns out that speed was never the actual constraint. Speed was a proxy for something else: intention, judgment, the accumulated weight of deciding what’s actually worth building. And that part hasn’t gotten any faster — if anything, it’s more exposed than it used to be, because it’s no longer hidden behind the friction of execution. When it took six months to build a v1, you had six months to keep interrogating whether the idea was right. When it takes an afternoon, the idea is the whole game, immediately, with nowhere to hide.
I keep coming back to something Jensen Huang has often said, in different forms, in different rooms: technology addresses the task; humans address the purpose. The task (the doing) is being handled. The purpose (the deciding, the wanting, the choosing among a thousand things you could build) is still entirely, stubbornly, unproductively human. Most of us have not spent the last twenty years training that muscle, because we didn’t have to. We were too busy being resource-constrained. Now, we’re becoming idea-constrained instead.
No one wakes up wanting to be more productive as a life goal.
Productivity was always in service of something — a vision. A thing you couldn’t not build. Efficiency without direction is just motion. And motion, on its own, has never been the same thing as progress.
Which brings me back to my kids on a Sunday morning. “We can do anything” is only useful to the person who already knows what they want. Everyone else needs the harder, slower work first: the brainstorm, the prioritization, the trade-offs, the actual decision. That work doesn’t compress. It can’t be delegated to a tool. It’s the one authentically human part of building anything that was never actually about resources at all.
So maybe that’s the real answer to what being a founder means today. It’s not the person who executes fastest; not the person with the sharpest brief or the cleanest demo.
The Founder, now, is whoever has done the quieter work of knowing what they want to breathe life into in this world, and has the conviction to choose it, out of everything they could do, and go make it happen.


So true that it’s actually harder than ever to focus, so maybe that’s the biggest edge you can have !
Can feel the strain of that pressure to just do on every operator and many founders today
Such an important topic. As a very wise lady once told me; knowing what I want to do is so much more important (and harder to determine!) than knowing what I don’t want. True for Founders and Natalie’s 😉.