The Issues.
The standing edition. Each one takes a single argument apart and builds it to use. Newest first. The first fourteen were written and released together as the Foundational Collection, the canon this publication stands on; new Issues join from there.
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An Afternoon, or a Restructure
The word transformation hides five different sizes of change, from a habit you can build before lunch to a company you have to take apart and rebuild. Naming the size is most of the work.
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When Your Science Is Outsourced
Most AI-in-biotech advice pictures a discovery lab. If you run a clinical-stage company, your bench is at the CROs, and your real surface area is writing, reviewing, submitting, and oversight, under rules written to protect patients.
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You Already Employ Your AI Product Partner
Every small-company leader hits the same wall. The role sounds essential and sounds like a hire they cannot make. It is not a headcount. It is a function, and the person with the right shape is already in the building.
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You Don't Need a Roadmap. You Need a Quarter.
The request that kills more AI transformations than any budget line is the responsible-sounding one, bring me the roadmap. You do not need a two-year plan. You need one quarter you can run.
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You Can't Fix What You Won't Grade
Most leaders run their AI transformation on anecdote and vibes. The fix is a one-page scorecard, and the hard part is not the scoring. It is being honest about the pillar that flatters you.
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There Are Only Five Moves
Every AI request feels unique. It is not. There are only five things you can do with any of them, and most of the discipline is routing each to the right one on purpose.
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Audit Yourself in Public
The strongest test of a system is whether its author will use it, in the open, with the gaps left in. So I ran this publication against its own rules.
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Arguing About the Wrong Thing
The meeting is about which model and which vendor. Those choices matter less than the room thinks. The scarce resource was never the technology.
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The One-Lever Mistake
A company gets serious about AI and reaches for one lever. A year later the lever moved and the company did not. It takes three pillars, and they grow together or not at all.
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Your Edge Was Never the Model
Whichever model leads this quarter, you rent. The thing worth owning sits underneath it, the capacity to turn whatever arrives into how your company works.
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Excellent and Generic
You can think hard, land a real argument, and still produce prose that sounds like a machine made it. Polish is one thing. Whether the writing could only have come from you is another.
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Don't Automate the Struggle
The fear that AI will atrophy how we think is real, but only if you use it to replace the struggle. Update your mental model instead, and the same tool makes you think harder, not just write faster.
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Stop Swinging for the Fences
In the AI era the build-versus-buy line leans toward build, and the temptation is to only build big. But adoption is the game, and the smallest builds are how you win it.
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There Is No AI Work Product
The first thing every leader asks is what their AI policy should be. The whole answer fits in one sentence, and it moves accountability to exactly one place.
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The Biotech of Tomorrow
You cannot build the biotech of tomorrow by making the biotech of yesterday slightly more efficient. The founding argument of Translational Intelligence.