Software as staff
Hiring code to do the work you would rather not — and learning to manage it well.
If you have ever managed people, you already know how to manage software. You write the brief. You set the standard. You check the work, not the worker, and you resist the urge to do it yourself just because you could do it faster this once.
The mistake is treating tools as tools. A good tool is a hire. It has a job description, a scope, and a review cycle. When it underperforms you do not abandon the idea of delegation — you rewrite the brief, the way you would coach anyone you trusted with real responsibility.
The companies that feel impossibly small for their output are not working harder. They have simply staffed the boring half of the org chart with code — and freed the humans for the half that only humans can do.
