"How am I even relevant as a senior executive if I stay in the status quo?"
I was a Chief Product Officer, running 70% of the company's staff. Working 120-140% capacity. I thought I had it figured out.
Then the first large language models dropped.
I felt two things immediately: Excitement about what technology could enable humans to do. And fear – genuine fear – about my own relevance.
I started seeing second-order consequences. Junior hiring down 40%. Entry-level roles disappearing. It's not stopping there. It's coming for middle managers. Senior executives. Everyone who doesn't adapt.
I made a choice. Not slowly. Not carefully. All in on re-engineering my role.
I Became The Living Prototype
Six months of deliberate re-engineering. Here's what happened when I rebuilt my executive role around AI augmentation.
What Unlocked The Transformation
Building a specialized AI ecosystem around my executive role. Not one AI assistant—a distributed intelligence network where each agent excels at specific cognitive work.
What I Did With The Freed Capacity
This wasn't about working less. It was about working on what actually matters.
Synthesized 15 years of strategy execution expertise into a book. Something I'd wanted to do for years but "never had time" for. Published, shipped, making impact.
300+ episodes with CEOs and leaders. Sweden's top-ranked leadership podcast. Each conversation deepening my understanding of what executives actually need from AI transformation.
Developed the methodology. Met with dozens of CEOs in "ghost mode" to understand their reality. Validated the model. Obsessed over what's actually possible with AI-augmented transformation—not theory, lived experience.
I didn't replace myself with AI.
I elevated myself with AI.
Not a consultant theorizing about the future of work.
A practitioner who became the prototype.
Two Completely Different Lives
A day as a senior executive. Before and after augmentation.