Most AI companies follow the same playbook: build the product, raise money, get customers, then figure out compliance. Somewhere around Series B, a legal team shows up and starts checking boxes. By then, the codebase is a mess of shortcuts and the governance story is whatever the marketing team can spin. We did the opposite. Before we had a single paying customer, before we had a pitch deck, before we had anything resembling a sales team, we got ourselves registered with the

In my AI system, there is a script called preflight.sh. Before any agent edits any file, they must run it. The script checks: is this file protected? Is this agent allowed to make this change? If not, it stops the action immediately. No exceptions. No rationalizing. No "it is just a small fix." What if you had a preflight check for your own life? The AI Version Here is what happens when an AI agent tries to edit a protected file: The agent calls preflight.sh with the file pat

Three things are true about my business right now: I have 12 AI agents handling what would require 12 employees. My entire operation costs $352 per month. Revenue is near zero. This is the honest story of building a global coaching platform with AI agents, no funding, and one human. The Journey It started with self-awareness coaching. The 7 Levels of Self - a framework I developed after years of working with people on the gap between who they are and who they present to the w

Rule 4 in my AI governance system is simple: every 4 messages, stop. Step back. Ask three questions. Am I solving the real problem? Is this moving toward the actual goal? What would I see if I looked at this from the outside? This rule exists because without it, AI agents do what humans do - they get tunnel vision. The Typo That Took 20 Messages Here is the story that created Rule 4. My LLM brain was debugging a deployment issue. It tried one approach. Did not work. Tried ano

Twelve AI agents. Each with a name, a role, a personality, and a very specific set of boundaries. I did not plan to learn anything about human relationships from this project. But that is exactly what happened. Meet the Family Tamara is the operations manager. She runs the schedule, dispatches workers, and holds everyone accountable. She does not make strategic decisions - she executes them. Building Tamara taught me something I had struggled with my entire life: trusting som