The 365 Commitment is a vow: One meaningful action. Every day. For a year. A practical framework for transforming your life This week ends my eighth year in a row. Every time I arrive at this point, I ask whether tomorrow should be Day 2,921 or Day 1. I am choosing Day 1 again.

We're building @AskTuring the same way. Playing our instruments in the dark, hoping someone out there hears the song. If you're curious →

So here I am at 3am. Typing the next line of code. Drafting the next contract. Sending the next cold email. What will the future hold? No idea. But as Bobby said: "I don't trust to nothing, but I know it comes out right."

The companies that endure aren't the ones with the best projections. They're the ones that treat the company itself as the product. Heroics don't scale. Systems do.

Bobby Weir didn't set out to change the world. He set out to play music. The world changed anyway. Not because he had a grand plan—but because he stayed committed to the work.

The startup world is full of people who think they know the truth. Pitch decks. Market research. Five-year projections. But none of us know what we're creating until it's already built. We mistake confidence for knowledge.

The Grateful Dead had no business plan. They were just friends playing music in a basement. What they had: curiosity and the willingness to keep showing up. Here's what that taught me about building a company...

Bobby Weir didn't have a pitch deck. No five-year projections. No strategy for world domination. He just kept showing up. I'm building a startup the same way.

Turns out, the ultimate Everything Service already exists. Perfectly designed for this environment, endlessly scalable (through questionable reproduction strategy), and eternally beta. But alas, I hired my attorney for $1750 an hour and it looks like God already filed the patent.

And then it hit me, this all sounded familiar. A service that can process infinite inputs, adapt to every situation, self-improve through trial and error, and still occasionally crash under emotional load. Wait a second. Am I just describing… a human? (3/4)

What’s your value proposition? Simple. I can give you everything. That’s the most valuable thing, isn’t it? What’s your moat? No one else can serve everything but me. (I checked.) What’s your secret sauce? A proprietary black box. You put stuff in, things happen, and eventually —

I’ve done it. After years of watching SaaS, PaaS, and even CaaS (Coffee as a Service?) flood the market, I’ve reached the inevitable conclusion: I can create Everything as a Service or EaaS. Yes, everything. Finally, a business model that answers every investor question with

The real divide is not necessarily willingness or even motivation; it is tolerance. People are often willing in theory. In reality, they will not tolerate boredom. They will not tolerate being unseen. They will not tolerate the slow accumulation of mastery when early results are

Today I choose that mindset. Fewer walls. Shared rhythm. Continuous improvement across every part of the house. Build the product, yes, and build the company that can keep building long after the first burst of energy fades. That is the work worth doing(10/10)

I still care about the software of course. I care even more about the business that makes and supports it. The software will ship features. The company will ship reliability, clarity, and a sense that someone thought this through. That is the promise I want to make, and the only

This mindset invites a simple cadence. Decide what outcomes matter this sprint. Do the work with focus. Review the results without defensiveness. Keep what worked. Change what did not. Then do it again. Over time the organism gets stronger. The systems get clearer. The experience

There is a rallying effect here. People can gather around a product vision, yes, but they can gather even more around a vision for how we operate. Excellence shifts from a slogan to a habit. Remove a step. Reduce confusion. Capture what you learned and make it easy for the next

Treating the company as the product also forces honesty. If I will not use our own system to run our work, then it is not ready. If a process confuses me, it will confuse a customer. If a message is vague inside the walls, it will be vague outside the walls. The friction I feel

Update the onboarding flow. Clarify the message on the landing pages. Fix the clumsy internal handoff that frustrates a customer. Write the guide that would have saved you an hour last week. These are all product changes when the company is the product(5/10)

This is not a metaphor for clever slides. It is a practical way to work. The weekly or biweekly sprint becomes the pace at which the entire company learns. The backlog is no longer just a list for developers. It is a queue of experiments and improvements across the business(4/10)

When I saw the company as the product, silos stopped making sense. Waiting for one group to finish so the next can start is a tax on momentum. I began to see the work as one ecosystem that shares a schedule and a sprint rhythm. Engineering, marketing, customer support,