Creator Capital: It’s Time To Transition From Knowledge Worker To Creator Capitalist
Dear Friend, and future Creator Capitalist,
You’re living through one of the most exciting moments in human history.
Right now, you have the opportunity to design the career of your dreams. To create a life of radical abundance and unparalleled freedom. To do work that genuinely matters, taps into your greatest strengths, and allows you to create exponential value in the world.
This isn’t a hustle porn cliché.
It’s a radical idea—you can create your career.
(Just like you would custom design your unique version of a coffee drink at Starbucks.)

And not just any career, but one that is a dream come true for you.
Now, if you’re skeptical, we understand. We didn’t always believe it either. But we assume you’re reading because you’re interested in what it could look like to create a legendary career and get paid to create net new value.
The reason you can do this now (more than at any other time in history) is because we’re living through the most significant category shift in the modern era: the rise of AI and the ascent of a new category of human—the Native Digital.
It’s happening now, and you’re perfectly positioned to surf this wave.
Here’s why:
Category shifts bring the greatest opportunities—and artificial intelligence is the biggest work shift in history.
Think about the shift from farming to industrialization. Or analog to digital. Or about the internet in the 1990s—when legendary venture capitalist John Doerr said it was “under-hyped,” even though most considered it wildly overblown.
We feel the same way about AI today.
Despite all the buzz, AI is still radically under-hyped.

Because what’s actually happening isn’t just technological. It’s a full-blown category shift. And it’s reshaping how we work, what we value, and how careers are designed from the ground up.
- We’re shifting from an era dominated by Native Analog Knowledge Workers (who apply existing knowledge)…
- To an era led by Native Digital Creator Capitalists (who use AI to create net-new value no one else can replicate).
This change is happening faster than most people realize.
Think about it: For 300,000 years, humans have been analog-first. But Millennials and Gen Z—the first Native Digitals—flipped that script. They’re digital-first, analog-second. To them, a FaceTime call isn’t “virtual,” it’s face-to-face. A text isn’t casual, it’s primary communication. Their digital lives are the real ones.
Now, we’re entering the next wave: Generation AI.
This isn’t a small cultural blip.
It’s part of the most significant shift in how value is created since we stopped hunting and gathering. That’s what makes this moment so exciting. And while the world scrambles to catch up, you can get ahead.
To stop competing with AI—and start creating with it.
To stop applying old ideas—and start building new ones.
As author Richard Bach says, “What the caterpillar calls the end of the world, the master calls a butterfly.”
Here’s the good news:
If you’ve ever taken an idea and turned it into something of value for others (a social post, a product, a framework, a business plan, a podcast, a course, a company), you’re already a Creator Capitalist.
Let’s dive into what that actually means for your career.
Creator Capital: The New Value Stack To Transition From Knowledge Worker To Creator Capitalist
For over 70 years, he was right.
Knowledge Workers became the most valuable people in every organization.
Companies obsessed over “knowledge worker productivity.” Parents pushed their kids toward Knowledge Work careers (doctors, lawyers, professors, accountants, bankers, scientists, etc). The game was simple:
- Get educated (acquire valuable knowledge)
- Get hired (apply that knowledge)
- Get paid (trade knowledge for money)
- Get promoted (apply more knowledge)
- Retire (stop trading knowledge)
This model created the most prosperous professional class in human history.
Until now.
The Internet democratized access to knowledge. AI made knowledge instantly available to anyone. Suddenly, knowing things isn’t enough anymore. (Anybody can know anything they want, any time they want.)
When ChatGPT can instantly explain complex legal precedents, or AI can analyze market data faster than any human, or write high-quality software, or algorithms that diagnose diseases more accurately than doctors…
What’s the value of just being knowledgeable?
AI changes the value of existing knowledge (and that’s great news).
The more valuable knowledge you had, the more valuable you were.
These folks were called experts, professors, and professionals.
That’s why students were taught to memorize knowledge. Tests were created to discern how much (existing) knowledge students could accurately regurgitate. Knowledge Regurgitation was how you passed or not. Knowledge Regurgitation determined if you moved on to the next grade. Knowledge Regurgitation test scores determined where you could go to college. Knowledge Regurgitation was the driver of whether you got hired, promoted, and paid.
Knowledge cramming and regurgitation was the game.
That’s over.
AI destroys the value of existing knowledge.
- Goldman Sachs CEO David Solomon says AI can draft 95% of an IPO prospectus (an S-1) in minutes—a task that used to require days of high-powered bankers, lawyers, and consultants. (We’ve written a few S1s in our day. It used to be a long, very expensive, slow grind. Not now.)
- Goldman Sachs research predicts AI will impact 300 million jobs globally. (Yes, you read that right—300 million jobs.)
- Some experts project that 90% of internet content will be AI-generated by 2026. (Read that again—90%.)
The writing isn’t just on the wall. It’s flashing neon on a billboard the size of Texas.
Want corporate law explained in five seconds flat? ChatGPT can do that. Need market insights faster than Goldman Sachs can draft a single S-1 slide? Perplexity and Grok have it covered.
We used to live under Moore’s Law—the idea that computing power doubled every two years.
But that timeline just got nuked.
Nvidia CEO Jensen Huang calls it Hyper Moore’s Law—AI isn’t doubling in power every two years. It’s doubling every 6 to 10 months. That means what was “state-of-the-art” in spring could be laughably outdated by Christmas.
And it’s not just speed.
It’s scale.
AI is now learning faster and creating more impact than most humans can comprehend. This is no longer about keeping up. It’s about catching a wave that’s already halfway to shore. (And AI is not just a wave. It’s a massive swell of compounding waves of increasing power.)
But this is legendary news.
While AI decreases the value of existing knowledge, it massively increases the value of creators—those who can leverage AI to generate net-new ideas, solutions, and content.
According to recent projections from the Bureau of Labor Statistics, jobs susceptible to AI (including software developers, financial advisors, and engineers) will grow, ranging from 6% to nearly 18% through 2033.

Here’s the a-ha: While AI can replicate routine tasks, it significantly amplifies the value and demand for careers built around creativity, strategic thinking, and human innovation.
In other words:
- If your career depends solely on applying existing knowledge, you compete directly against AI.
- But if you use AI as a tool to create new thinking, new categories, and new possibilities, your value skyrockets exponentially.
If you think we’ve gone crazy, consider this leaked memo from Tobias Lutke, the CEO of Shopify, around AI:


Said differently: Imagine your company was just acquired by a Chinese company. One of the first memos said, “All business communication and meetings will now be conducted in Mandarin. Your ability to get promoted, your bonus, stock options, and the longevity of your career will be determined by your fluency in Mandarin.”
You’d get on Duolingo pretty quickly, no?
AI is the new language of business—you best start getting your flashcards ready. Because we’re witnessing something humanity has never seen before. Too many legacy Knowledge Workers are struggling.
(This will get worse.)
Those in trouble today are knowledge appliers—people who can do things easily replaced by AI.
This means the value stack has fundamentally shifted.
FROM Knowledge Workers who:
- Learn existing information
- Apply knowledge for others in a company
- Own their title and paycheck
- Trade time for money
- Balance work/life
- Stay in their lane
- Compete on memorization/regurgitation
- Enjoy retirement and not working
TO Creator Capitalists who:
- Create new knowledge
- Build scalable solutions for themselves
- Own their own intellectual property
- Trade outcomes for money
- Have radical agency over their time
- Design their category
- Lead through different
- Love work and never want to retire
We predict AI will create more new value in the next 5 years than the past 20 combined.
But we’re worried many won’t recognize the profundity of this shift until it’s too late.
Because this isn’t just another career trend.
It’s as big a shift as Drucker saw in 1959—from manual labor to knowledge work. Now we’re moving from knowledge work to Creator Capitalism. From applying information to creating innovation. From trading time to building assets.
And we know (some of) you might be thinking: “Wait… ‘capitalist’?”
So, let’s address the zebra in the room:
Why Creator Capitalism?
To many, it represents everything wrong with the system: inequality, exploitation, corporate greed. And the numbers back it up. A 2022 Pew study found that only 40% of Americans aged 18–29 view capitalism positively—the lowest approval rating of any age group. Given the realities of stagnant wages, widening wealth gaps, and repeated economic crises, it’s understandable why many blame the system.
BUT. Consider the irony of an influencer criticizing capitalism…
- While recording a video from a comfortable home
- Using internet-connected smartphones, laptops, and earbuds
- Sharing their content globally via platforms built on capitalist innovation
- Wearing quality clothes and benefiting from countless capitalist-driven comforts
But that’s exactly why we chose this language.
Because this is a reframe. A reclamation.
Capitalism’s greatest strength is its unparalleled ability to incentivize innovation and category creation.
In 2024, European Union startups attracted approximately $52 billion USD in venture capital, while US startups secured $190.4 billion USD. This means the US raised 266% more venture capital than the EU that year. On that innovation metric alone, capitalist America is crushing Europe on new categories, innovation, and abundance. Even more telling. Americans were nearly 100% wealthier than their more socialist-leaning European friends in terms of GDP per capita in 2024 (US at $86,601 vs. the EU’s $43,350).
Capitalism isn’t perfect.
Unchecked, it can create real problems.
But with proper checks and balances, no other system comes as close to improving humanity’s success. Despite its flaws, capitalism has undeniably created immense value for humanity—at a scale unmatched by any other economic system. Its defining features (freedom, innovation, abundance, the profit motive, and individual agency) have propelled societies forward and lifted billions out of poverty.
Here’s how capitalism has contributed to creating breakthrough value:
- Medical innovation: Profit-driven pharmaceutical companies poured billions into mRNA research, leading to vaccines that saved millions of lives—and reshaped how we respond to global health crises.
- Digital platforms: YouTube paid creators over $70 billion from 2021–2023, proving that capitalism can monetize decentralized creativity and enable millions of people to earn a living from their ideas.
- Consumer abundance: Smartphones have democratized access to information, education, and opportunity for billions across the globe.
The more value you create, the more good you can do.
Capitalist America is number one in charitable giving globally, nearly double the generosity (as % of GDP) of second-ranked New Zealand. Capitalism, when used to create, is a powerful engine for innovation and abundance. It’s why we’re seeing a wave of Conscious Capitalism—companies using profit to fund purpose. Patagonia. Salesforce. Bombas. Toms. These companies are about profit and impact, not profit or impact.
We’re reframing the word “capitalist,” because the world needs a better model.
One where:
- Creation beats extraction.
- Innovation beats exploitation.
- Different beats domination.
- Impact beats accumulation.
The next wave is Creator Capitalism.
This isn’t the old capitalism that exploits workers and squeezes margins.
It’s the kind where:
- You own your outcome, your time, and your impact.
- You win by making the pie so big no one cares how big their slice is.
- You design your own value stack—based on your IP, relationships, and reputation.
As a Creator Capitalist, you don’t trade time for money. You build value that compounds. You don’t work for the system. You use the system to fund your freedom.
And when you build new value, everyone wins.
This is the future. Creator Capitalism isn’t a trend or a gimmick. It’s a new lens for how careers are built, wealth is created, and impact is made in an AI-first world. It reframes capitalism as something profoundly positive:
- See problems others can’t
- Build solutions others haven’t
- Package those solutions for your Supers
- Monetize across platforms, people, and time
- Play the infinite game of creating and compounding value
You don’t have to be famous. You don’t need a big following. You don’t need credentials. You just need the courage to create. Because when you shift from Knowledge Worker to Creator Capitalist, you’re not renting your future anymore. You’re owning it.
As Dale Carnegie famously said: “If it’s meant to be, it’s up to me.”
Creator Capitalists understand that by creating new solutions, they can lift themselves and countless others around them.
The people who leverage AI as creators will become the most successful, impactful, and financially abundant humans ever to live.
- Cling desperately to the old, familiar world of Knowledge Work, hoping that AI won’t take your job.
- Or embrace this new AI-driven era as a Creator Capitalist—someone who creates net-new value, not someone who merely regurgitates yesterday’s information.
Frankly, we don’t think it’s much of a choice at all.
Soon, there will be two kinds of people: 1) Those made redundant by AI and 2) those made rich by AI. If you want to be the latter, it’s time to focus on new ways of thinking, innovating, and creating exponential value. Think. And let these two questions open your mind to the possibilities:
- If I were redesigning my career right now, with AI at its core, what would I build?
- If I launched a new business today, designed around AI from day one, how would it be different?
Because in an AI-first world, simply knowing things is no longer enough.
You must create.
The Creator Capitalist Flywheel
It’s a radically different way of thinking about your career, your creativity, and your value. It’s about exiting the competition game of commoditized expertise and entering the infinite Digital Creation Game—one where your ideas, insights, and creativity compound exponentially. How you win this game is by building your Creator Capital, the new currency of career success.
Creator Capital is four distinct but interconnected assets that compound and accelerate one another in a flywheel effect:
- Intellectual Capital: Your unique, differentiated ideas, frameworks, and perspectives others seek out and pay a premium for.
- Reputation Capital: The credibility, trust, and visibility you build by consistently producing valuable insights, ideas, and results.
- Relationship Capital: The deep, authentic meaningful connections and partnerships you build with people over a long career.
- Financial Capital: The financial freedom, agency, and runway you create, which creates the flexibility to pursue the highest leverage opportunities and fuel the life you want to live.

These form the foundation of your Creator Capital Flywheel:
- Intellectual Capital helps you build differentiated ideas, which feeds your Reputation Capital.
- Reputation Capital highlights outcomes that attracts people who amplify your voice, fueling your Relationship Capital.
- Relationship Capital creates exponential leverage and distribution, driving income and increasing your Financial Capital.
- Financial Capital frees you from short-term scarcity, empowering you to invest even more deeply in building breakthrough Intellectual Capital.
Here’s how it works in practice:
Imagine building a framework (Intellectual Capital) that solves a big problem for your Superconsumers. You publish it on LinkedIn, attracting attention from people in your category. Your visibility grows (Reputation Capital), and suddenly, you’re getting invited onto podcasts, webinars, and guest articles, reaching even larger audiences. Each new conversation expands your network (Relationship Capital), creating opportunities for partnerships, collaborations, and high-value business deals. These opportunities translate into income (Financial Capital), which gives you space and resources to create more insights—feeding the flywheel further.
The result = exponential impact, exponential income, and exponential freedom.
Once you start spinning this flywheel, it gains momentum and grows, allowing you to become a Category of One—someone who can’t be replaced or commoditized.
- “IRON” Mike Steadman went from a struggling Knowledge Worker running a podcast agency to a Creator Capitalist who built “The Misfits,” earning $25K+ contracts within months of designing his POV and building offers around his Superconsumers.
- Pablo Gonzalez quit a corporate career in construction, invented the “Digital Word of Mouth” category, and turned his Intellectual Capital (podcasts, frameworks, and event planning knowledge) into equity stakes, dramatically increasing his personal wealth and freedom.
- Carylyne Chan started with nothing—escaping a turbulent childhood in Singapore at age 15. With few privileges or connections, she taught herself tech, built and sold multiple startups (including an early AI narration company), and now is a category design advisor for high-potential teams looking to scale their businesses and capital.
- Holley Proctor Miller was the director of marketing for the healthcare business at Allergan. She used Category Design to quadruple revenues from $25 million to $100 million in 4 years—without adding incremental sales reps. That gave her the Reputation Capital to become the founder and CEO of Grey Matter Marketing and help life sciences companies 4x their revenue by creating research and frameworks for revenue reliability.
Now, most people mistakenly assume that becoming a Creator Capitalist means building a large following on social media or publishing endless streams of content. But likes, followers, and views alone won’t free you from the Knowledge Worker trap. You don’t have to be famous, have a huge social following, or hold fancy degrees.
(We don’t…unless you consider “high school dropout,” “ex-Cambridge partner,” and “office life rebel” prestigious titles.)
You just need a willingness to create new solutions to valuable problems.
Creator Capitalism isn’t about vanity metrics. It’s about value creation and ownership.
Knowledge Workers play finite games—zero-sum competitions over limited positions and promotions. Creator Capitalists play infinite games—leveraging their unique, differentiated ideas to create categories only they can own.
Legendary people are just normal people who summon the courage to be legendary.
We personally know every single one of the people whose story we shared above. We’re in awe of them. Because they’ve shared with us their (very real) fears, hopes, dreams, insecurities and (ultimately) the legendary lives and careers they designed for themselves. They have made themselves super valuable, in high demand, and wicked hard to be replaced by AI.
If you’re still doubting yourself…
Never forget the sage words of Richard Bach: “Argue for your limitations, and sure enough they are yours.”
Because here’s the alternative if you don’t believe in yourself and build your Creator Capital.
The 4 Career Crises No One Warned You About
If you’re like most smart, capable people, you’ve probably spent most of your career doing what society told you was the right thing:
- Get good at something
- Get hired to do it
- Work hard
- Move up
You’ve played the Knowledge Worker game—exchanging time and expertise for a salary, climbing the ladder one rung at a time, maybe even reaching the top.
But deep down, you know something’s off.
Your income is capped. Your freedom is limited. Your value is tied to your title. And your future is controlled by someone else.
That’s not success. That’s a slow-motion trap.
It’s not your fault—you were taught to play a game that no longer works. (We all were.) But in the post-AI world, you can dodge the iceberg while everyone else sails straight into it.
Here are the four career crises Knowledge Workers face:
- The Value Crisis: The value of existing knowledge is dropping. Most professors and PhDs are valued for their encyclopedic brains and ability to recall niche content areas. Rote memorization becomes worthless when a teenager without tenure can prompt the same existing knowledge regurgitation through an LLM.
- The Category Crisis: Most Knowledge Workers don’t understand category design. They compete for existing jobs, titles, and compensation. They like the past and the present, so rejecting the premise and designing a new future is risky and scary for them. And they lack a clear Category POV, a Magic Triangle, or any strategy for differentiation, making them replaceable by the next AI update.
- The Capital Crisis: They don’t understand the four Creator Capitals. They’re stuck in a paycheck-to-paycheck cycle, focused exclusively on Financial Capital—without realizing the compounding potential of Intellectual, Relationship, and Reputation Capital. Ever wonder why so many PhDs demand you call them “Dr,” even though they’re not saving lives? It’s because they think success is about titles, not outcomes.
- The Courage Crisis: Knowledge Workers fear standing out. They seek safety in conformity, not realizing that “fitting in” is exactly what makes them expendable. It’s as if no one ever told them. Different wins. And, there are zero cover bands in the Rock ‘n Roll Hall of Fame. As a result, their title becomes their identity—not their unique superpower.
Now, you might feel proud to have climbed into high-paying roles or prestigious titles. You might even feel like you’ve “made it.” But deep down, you (might also) sense something is missing. Because no matter how high you climb, your income is capped, your freedom is limited, and you don’t truly own your destiny.
You’re renting your future from someone else.
And that’s a problem.
There’s also a purpose problem you might be feeling. You see, at every company, only a small number of people really matter. Pirate Christopher knows a very senior product guy at Apple. He’s worked on some of the coolest, most leading-edge technology any person has ever worked on. Apple is a legendary company. He has a big title. He’s made big contributions—and made millions and millions. But. If he left Apple tomorrow, nothing about Apple and it’s future success would change.
Most of us want to feel like our work matters.
The old, Analog American Dream is no longer a path to fulfillment, freedom, or financial independence. Instead, it’s become a recipe for burnout, frustration, and mediocrity. Because Knowledge Work is about applying existing knowledge to existing problems. It’s a competitive, zero-sum, fight over scarcity game that commoditizes your greatest asset—your creativity.
Take one of Pirate Eddie’s best friends from junior high, Emmett Tomai, the chairman of the Computer Science department at an R1 university. (That is a big, ding-dong deal.) He said when a new academic paper is submitted for comment, no professor nor PhD student will comment on it…until the most senior, respected person shares their opinion. Then, everyone else piles on and agrees in some way, shape, or form.
As the Japanese saying goes, the nail that sticks out gets hammered down…
But to truly design your career and unlock exponential success, you stop borrowing other people’s knowledge, stop trading time for money, and start creating net-new value that you and only you can own.
You become a Creator Capitalist.
Anyone can design their career and become a Creator Capitalist.
Our friend and Play Bigger co-Author Kevin Maney in his book “Unscaled” argues that advancements in tech, particularly artificial intelligence and platform-based SaaS offerings, are shifting power from large corporations to individuals and small businesses.
This “unscaling” phenomenon allows Creator Capitalists to bypass the traditional need for economies of scale by leveraging rented technologies services like AI, cloud computing (e.g., Amazon Web Services), payment systems (e.g., Stripe), content platforms (Substack, Apple podcasts, YouTube), community and courses platforms (Mighty Networks) and digital marketing platforms (X, LinkedIn, Google and Facebook) and many more, empower one person to create the value of 10, 20, or many more people.
We believe the day is coming when we’ll see one person, one billion dollar (plus) value companies. We’re already seeing solopreneurs and very small teams produce value and revenue never imagined. This will accelerate.
The best part? Anyone can make this shift.
The key is having the courage to:
- See problems others miss
- Create valuable solutions others haven’t tried
- Package your knowledge in ways others can use
- Make a massive difference that only you can make
- Build your Creator Capital and create true freedom
When you solve real problems, your credentials become a footnote to the value you create. Your results speak so loudly, no one cares about your pedigree. (Pirate Christopher does not have a high school diploma. During his career as a Silicon Valley CMO, not once did someone ask him where he went to school or what degree he had.)
Now, we want to address the little voice in your head that might be saying:
“These other people are special. They have things I don’t have. I can’t really do this.”
If you’re having thoughts like that, we’re here to tell you.
BS.
BS.
BS.
Legendary isn’t reserved for a special few. Legendary belongs to those who choose it. It’s about realizing that you don’t need to climb someone else’s ladder. You can build your own. And once you start building, you become impossible to replace.
You might be wondering: “Okay, I get it. I want to become a Creator Capitalist. But how do I actually start?”
Most people treat AI like a digital assistant or a smarter Google.
Not Creator Capitalists.
You don’t need to imagine what this looks like in theory. Creator Capitalists are already out in the wild using AI to build massive value, scale their ideas, and create exponential freedom.
Here are a few real (exponentially impactful) examples:
- Rachel Woods, founder of The AI Exchange, grew a 50,000+ subscriber newsletter in under a year by teaching people how to use AI—while using it herself to prototype content, streamline client work, and scale digital education.
- Justin Welsh, founder of The Saturday Solopreneur, built a $5M+ one-person business by using AI to generate content, develop digital products, and publish daily—without a team. He’s served over 100,000 course customers and reaches 500,000+ followers.
- Codie Sanchez, founder of Contrarian Thinking, runs a media and investing empire spanning 25+ businesses. She uses AI to evaluate deals, automate operations, and create content that reaches 1M+ subscribers—powering her 8-figure portfolio.
- Lenny Rachitsky, founder of Lenny’s Newsletter, focused on helping people in tech build products, drive growth, and accelerate their careers. He’s a former product manager who’s built a 1M+ subscriber business, becoming one of the most valued voices in the tech startup world.
These are Creator Capitalists in action. They’re not being replaced by AI—they’re rising with it.
But don’t let the size of their success intimidate you. This is what’s possible after compounding your Creator Capital day after day, year after year. Every single one of them started where you are right now. Curious, experimenting, creating one thing at a time.
You don’t need a big following, a breakthrough idea, or a million-dollar plan.
You just need a willingness to start and the courage to keep showing up.
Here are 10 simple guidelines to help you accelerate your Creator Capitalist career:
- Commit to creating 30 minutes per day for 30 days. Each and every one of us was creative as a child. But 99.99% of adults have lost and forgotten that skill and joy. You need to commit to creating every day, no different than exercising, getting in your 10,000 steps, or 7-8 hours of sleep per day.
- Choose and train your AI partner. Al Ramadan, the CEO of Play Bigger and OG Category Designer, shared how he doesn’t just upload documents and articles to AI. He spends 4-5 hours per day training it and giving it feedback. He reminded us there’s no free lunch—you get out what you put into it.
- Pick your digital platform to create. This can be X, LinkedIn, Instagram, Substack, TikTok, or YouTube. It must be a digital platform where you get immediate feedback and exponential scale potential. It doesn’t matter which one, but pick one and commit to it.
- Focus on learning vs. performing. Don’t worry about how many likes or shares you get. You are getting data and feedback. Create a tree of potential topics/themes you are excited about. Build a plan within your 30 days to test each area several times. At the end of the 30 days, look for patterns and signals—then double down there.
- Automate your hate. Find the things you must do for work or your personal life that you absolutely hate. Use your AI partner and digital platform to figure out hacks to minimize the pain, time, and yuckiness that goes into this daily chore you have.
- Leverage your love. On the flip side, look for things that you absolutely adore and would do for free if money was no object. Use your AI partner and digital platform to find ways to 10x the joy you get from this. Or exponential ways to share and connect with others on this.
- Learn from others. The beauty is it is likely someone else is on the same journey as you. Look around, leverage other people’s learnings, and be generous with yours. You’ll find more joy in the journey, and go faster and longer when you go with others.
- Measure the outcomes. At some point, you should be getting feedback from folks about your creation. Be curious and ask for more information. But don’t just ask, “Did people like it?” Ask: “Did this save someone time? Make them money? Relieve a pain? Bring them joy?” Then ask, “What would that be worth?”
- Be kind to yourself. Progress is messy. You’re building something that didn’t exist before. Celebrate momentum. You’re already ahead of 99% of people by starting.
- Categorize them into the four Creator Capitals. You will find success in your creations! We know it. When you start to see results, tag them. Did this build Financial Capital? Reputation? Relationship? Intellectual? Track what’s working—and build your flywheel.
If you’re nodding along thinking, “This is what I need…” you’re exactly who we built Creator Capitalist for.
Now, let’s dive in deeper.
How To Use AI To Build Creator Capital
AI isn’t just a tool—it’s your creative amplifier.
As a Creator Capitalist, you don’t use AI to automate the work. You use it to amplify your thinking, accelerate creation, and unlock exponential value across every form of Creator Capital.
Here’s how to use AI to build each of the four Creator Capitals:
1. Intellectual Capital
You don’t need a big platform or a viral idea to start building Intellectual Capital.
Take Jack Bigbee, a guy Pirate Eddie used to work with. He created a simple zip code autofill tool—just a lightweight utility that helps people save time filling out forms. It’s not flashy, but it solves a real problem. Now it earns enough passive income to cover his $19/month data costs and buy him a cup of coffee every month.
That’s Creator Capital in its simplest form—a one-time creative effort that solves a problem, compounds over time, and creates value with zero ongoing effort.
Now, imagine combining that kind of thinking with the leverage of AI.
AI won’t replace you if you’re creating new frameworks, tools, insights, and lenses the world hasn’t seen yet. In fact, it helps you get there faster by turning your net-new thinking into IC only you can create.
Here’s how AI can help you build net-new IC:
- Create frameworks by prompting AI with your raw ideas and asking it to organize, name, or visualize them in new ways.
- Pressure-test your thinking by asking AI to critique or argue against your position. If it can poke holes in your logic, patch them. If it can’t, you’re onto something.
- Turn notes into assets: Upload voice memos, meeting notes, or brainstorm sessions, and ask AI to summarize key themes or transform them into content outlines.
- Speed up iteration: Use AI to generate multiple versions of an idea (a blog, a framework name, a visual analogy) and choose the strongest.
- Refine your Category POV: Prompt AI with your problem statement and ask it to play devil’s advocate or represent customer objections—it’ll force you to sharpen your message.
This builds clarity. Faster creation. Sharper thinking. And Intellectual Capital that’s uniquely yours.
Go from grunt work to genius
AI also cuts the time and cost of creation so you can focus on breakthroughs:
- Idea synthesis: AI can scan hundreds of research docs and distill the core insights in minutes (vs. hours).
- Rapid prototyping: Tools like generative design AI can test product or visual ideas at scale instantly.
- Draft faster: Feed AI an outline or voice note—it gives you a strong first draft of your category manifesto, book, or newsletter.
- Analyze complex data: What used to take analysts weeks, AI can do in seconds—giving you real-time, evidence-backed insight.
- Organize your creative chaos: Tools like Notion AI, Slack integrations, and Miro can help you tag, track, and collaborate without slowing down your momentum.
- Learn faster: AI tutors and simulations can teach you complex new fields (e.g., quantum biology, game theory) at your own pace.
Create exponential value, not just incremental wins
AI can also push your IC into new dimensions:
- Spark unexpected innovation: Use it to connect dots across domains—like using supply chain principles to design an educational framework.
- Forecast trends: Train AI to track patents, social trends, and consumer behavior to help you spot new category opportunities.
- Build IC flywheels: AI turns your best idea into 10—by spinning one book chapter or newsletter into a script, carousel, keynote deck, or course.
- Run simulations: Model out how your idea would impact a market, audience, or ecosystem before you build an offer.
- Test your premise: AI can identify flaws or weaknesses in your core assumptions. (Better to find out now than after you launch.)
- Package and protect it: Use tools like PatentPal to draft IP filings or prompt AI to identify monetization opportunities via licensing or digital product spinouts.
This is just the beginning. In the near future, we’ll see:
- Brain-to-AI jamming: Imagine translating your thoughts directly into structured documents.
- IC marketplaces: Where thousands of micro-innovations get synthesized into billion-dollar frameworks.
- AI co-conspirators: Neural networks that create entirely new categories alongside you—not just as tools, but as creative partners.
When you leverage AI to create IC, you’re not asking it to think for you. You’re using it to think with you. AI cuts the grunt work (research, drafting, testing), freeing up time and mental energy.
It then turbocharges value creation by enhancing creativity, spotting opportunities, and scaling output into assets with compounding worth.
The result is Intellectual Capital that’s not just incrementally better but exponentially valuable (think Nobel-worthy discoveries, billion-dollar IPs, or culture-shifting paradigms), all built with AI as a partner.
2. Reputation Capital
You don’t need a blue checkmark or a million followers to build a powerful reputation.
Danny Bauer works in one of the most traditional industries of all—education. But by launching his Better Leaders, Better Schools podcast and positioning himself as the Category King of “Ruckus Makers who do school different,” he built a reputation that transcends job titles and credentials. What started as coaching school principals evolved into advising entire districts and education technology companies—because Danny consistently shared his thinking in public, with a clear, differentiated point of view.
That’s Reputation Capital.
Built through clarity, consistency, and showing up with something only you can say.
In the AI era, distribution without differentiation is dangerous. Posting content for content’s sake will make you blend in with the hustle porn stars. But pairing your unique POV with AI’s speed? Now you’re creating at scale.
Here’s how to use AI to build Reputation Capital that compounds over time:
- Create content faster: Use AI to draft LinkedIn posts, newsletters, or articles based on your frameworks or recent wins.
- Repurpose your best stuff: Feed a podcast transcript or webinar recording into AI and ask for threads, reels, scripts, mini-courses, or newsletters.
- Write with your voice: Train AI on your writing style (using your past content) so it mimics your tone, cadence, and Languaging.
- Build a content engine: Map a weekly calendar across formats (video, carousel, newsletter, tweet thread) using a few core ideas.
- Design differentiated visuals: Pair AI with tools like Midjourney or DALLE to generate visuals that support your frameworks and reinforce your category POV.
Scale Your Reputation
- Design your POV: Prompt AI to help you write a category-first bio, elevator pitch, or landing page that clearly explains who you are and what you stand for.
- Monitor Superconsumer perception: Track how your work is being talked about online and amongst Superconsumers—and refine your POV based on that feedback.
- Spot opportunities to show up: Ask AI to find relevant podcasts, media requests, or community forums where your unique POV could make an impact.
- Engineer credibility touchpoints: Use AI to turn case studies, testimonials, and wins into content that builds social proof.
- Crisis-proof your category: If something goes sideways, AI can help you come up with customer responses, clarify misunderstandings, or simulate how a message might land with your audience before you hit publish.
Blend Your Digital & Analog Reputation
Reputation doesn’t only live online. AI can help bridge your presence across real-world and digital spaces:
- Personalized coaching: Use AI to refine your public speaking, storytelling, or interview presence. (Even tools like Otter and Descript can help you analyze your voice patterns or pacing.)
- In-person amplification: Ask AI to prep you for a keynote, community gathering, or meeting by researching the audience and finding relevant insights.
- Engineer word-of-mouth: AI can help you spot small but meaningful touchpoints—like sending a timely voice memo, article, or thank-you message to someone in your network.
- Reputation syncing: If you’re known as a thought leader online, AI might suggest stories or actions to reinforce that perception when you’re offline. That might sound weird now, but Native Digitals already experience this. The more digital we become, the more we’ll need help connecting offline too.
We’re not far from digital twins, real-time trust scores, and AR overlays that shape how we’re perceived before we even say a word.
But here’s the good news: You don’t need futuristic tools to get started.
Use AI to become more you—mission-driven, clear, and consistent. Use it to build a reputation that earns trust, not attention. Use it to tell the world what you stand for, before someone else defines it for you.
This builds consistency, visibility, and a body of work that earns trust at scale.
3. Relationship Capital
You don’t need to “network.” You need to build relationships that compound.
Pablo Gonzalez walked away from his corporate career to pursue a mission—creating “Digital Word of Mouth,” a new category of marketing that bridges Native Digital and Native Analog worlds. How did he build his flywheel? Through relationships. He’s launched nine podcasts and hosted nearly 1,000 episodes—including the B2B Community Builder Show and the Property Management Frame Breakers show focused on AI disruption in property management.
Pablo doesn’t just build a big audience—he builds high-trust, high-value relationships that generate community, clients, and capital. He uses AI to research guests, analyze market shifts, and craft conversations that resonate deeply with both humans and algorithms.
That’s Relationship Capital.
Not more DMs.
More depth. More resonance. More trust.
In the AI era, relationship-building gets a serious upgrade. It doesn’t replace human relationships. But it can help you be smart and strategic about identifying, deepening, and scaling connections that amplify your mission.
Here’s how to use AI to build Relationship Capital:
- Find high-leverage connections: Use AI to research category leaders, event speakers, or community builders who align with your mission.
- Write personalized emails: Use AI to tailor DMs or emails based on someone’s content, recent posts, or shared values. (Just don’t be a donkey. Make sure you take the time to do your research before reaching out.)
- Prepare for high-stakes conversations: Input someone’s public writing or podcast into AI and ask for key themes, beliefs, and styles so you can have a more meaningful conversation.
- Turn ideas into conversation starters: Use AI to turn your latest IP into thoughtful questions or prompts for dinner parties, collabs, or roundtables.
- Map your network strategically: Ask AI to categorize your network—mentors, clients, collaborators, amplifiers—and suggest when/how to engage with each.
- Spot connection opportunities: Use AI to track news, context shifts, or events that create natural openings for high-impact reach-outs.
You can also use it to make relationship-building easy, smart, and more human.
- Plan events with AI: Tools like Doodle’s smart scheduling or AI-enhanced CRMs can help you coordinate gatherings, panels, or co-marketing opportunities.
- Enhance your pirate-y vibe: In the near future, wearables + AI will offer real-time feedback on tone, body language, and emotion—helping you become more charismatic or empathetic in high-stakes moments. (It’s coming, whether we like it or not.)
- Automate thoughtful gestures: AI can help scale the unscalable—reminding you to send a note, gift, article, or birthday message to someone who matters. Small actions make a big impression.
- Bridge online and offline: AI can help ensure the story you’re telling on social (innovator, builder, artist, etc.) syncs with how you’re showing up in real life, reinforcing a consistent and memorable reputation.
And in the future?
- Predictive chemistry: AI might simulate relationship dynamics to recommend who you’re most likely to build deep, fruitful connections with.
- Group flow: AI could orchestrate group conversations, co-creation, and brainstorming sessions for maximum harmony and insight.
- Shared memory: Imagine being reminded of an important story someone told you years ago—at just the right moment—so you can bring it up and deepen the bond.
AI is the social conductor of your career and life. It helps you spend less time guessing who to reach out to, what to say, and how to follow up—and more time actually building real relationships that move your mission forward.
But remember: AI won’t build your relationships for you.
That’s still your job.
What it can do is help you connect more meaningfully, with more people, in more powerful ways than ever before. So don’t network. Build net-worth relationships that amplify your impact. And let AI help you scale that trust with intention and heart.
4. Financial Capital
You don’t need a huge exit or viral product to start building real financial freedom.
You need leverage—and a system that pays you for your thinking, not just your time.
Adam Frankl is a great example. After years as a startup advisor, he saw a pattern: developer-facing startups needed help bringing technical products to market. So he created frameworks that solved real problems—and started taking equity instead of invoices. That shift gave him the freedom to publish The Developer Facing Startup, launch a training program for technical founders, and grow his reputation as the go-to advisor in his niche. The more Intellectual Capital Adam builds, the more his Financial Capital compounds.
This is what happens when you stop trading hours and start building assets.
AI lets you scale your thinking without scaling your team. That’s leverage—and leverage is the foundation of exponential income.
Here’s how to use AI to build your Financial Capital:
- Package your IC: Turn your frameworks into digital products (courses, workshops, guides) with AI as your ghostwriter, script-builder, and slide designer.
- Write landing pages and sales emails: Get feedback on your website copy and create a unique POV that sells your offers.
- Model pricing scenarios: Ask AI to help you reverse-engineer your income goals into product price points, client packages, or licensing deals.
- Automate back-end operations: Use AI to streamline scheduling, invoicing, and customer service with personalized automation.
- Forecast business models: Ask AI to model different monetization strategies (one-on-one services vs. scalable IP vs. subscription) based on your goals.
Reduce Costs & Reclaim Time
- Automate backend ops: Use AI to streamline scheduling, invoicing, client onboarding, and customer support—so you can focus on creating and scaling.
- Track and cut expenses: AI budgeting tools like YNAB or PocketGuard can analyze your bank activity and flag money leaks (e.g., forgotten subscriptions, overpriced software, etc.).
- Negotiate and cancel automatically: Tools like Trim or Billshark use AI to lower your bills or cancel services you no longer need.
- Optimize purchases: AI apps like Honey or Capital One Shopping automatically apply coupon codes or monitor for price drops, saving you money passively.
Grow Your Net Worth
- Invest smarter: Robo-advisors like Betterment use AI to build and rebalance portfolios that match your goals and risk tolerance—with lower fees than most humans.
- Find income opportunities: AI can match your skills to market demand and surface freelance gigs, consulting projects, or product ideas based on current trends.
- Upskill for ROI: AI learning platforms like Coursera or LinkedIn Learning can recommend high-leverage skills (e.g. prompt engineering, data visualization) to help you earn more, faster.
- Maximize your earnings: AI can coach you through job offers or client negotiations by benchmarking rates and even drafting negotiation emails.
- Boost rental returns: If you own property, tools like AirDNA use AI to help you price intelligently and screen tenants for higher yield with less vacancy.
And in the future?
- Create a Financial Twin: Imagine an AI that runs simulations—”What if I invest in X?” or “Should I launch Y offer?”—before you commit.
- Dynamic income management: In the future, AI could reallocate your earnings across a diversified portfolio (stocks, crypto, private markets) daily, chasing yield automatically.
- Behavioral nudging: Wearable tech + AI may soon recognize impulse spending patterns and nudge you toward more conscious financial choices. (Yes, that’s a little creepy—but also kind of useful.)
AI helps you save time, cut costs, and make money while you sleep. It transforms your financial life from manual and reactive—to scalable and strategic. The goal isn’t just more income. It’s more freedom.
More margin to take swings. More space to build things that matter.
Use AI to stop trading hours for dollars—and start compounding your Financial Capital instead.
A Final Word: Choose Courage Over Comfort
By now, you’ve seen the full picture.
You understand the old game of Knowledge Work is collapsing. You see how AI is rewriting the rules of value creation. And you’ve been handed the tools to start building your Creator Capital—today.
But tools alone don’t build anything.
You do.
Not with credentials. Not with status. Not with someone else’s permission.
You build with courage.
It Takes Courage To Be Legendary
The courage to create something that’s never been done. The courage to show up when it feels easier to stay small. The courage to design your career, not rent it. The courage to become legendary, not just successful.
Here’s the truth most people won’t admit:
- You will never feel “ready.”
- You will constantly question yourself.
- You will always feel a little bit like a fraud.
That’s how you know you’re on the right path. Because the right path will always demand your courage. We don’t need more Knowledge Workers with better résumés. We need more Creator Capitalists who are brave enough to build something different.
So here’s our challenge to you:
Don’t just survive this shift. Lead it.
Use AI not to automate your life, but to amplify it.
- Don’t ask, “Will I be replaced by AI?”
- Ask, “What can I now create that was never possible before?”
Because in this new world, the people who rise aren’t the ones who know the most.
They’re the ones who create the most value.
You don’t need anyone’s permission to start. You don’t need a bigger following, a better title, or another certification. You just need the courage to begin.
Because the future won’t be won by the most credentialed.
It’ll be won by the most courageous.
Arrrrrr,
Category Pirates 🏴☠️
P.S. – Ready to design your career as a Creator Capitalist?
If you’re fired up right now… good. Because this isn’t just something to read about. It’s something to act on. If you’re ready to stop renting your future, discover your Superpower, monetize your Creator Capital, and design a career where you get paid to be YOU…
Then join the waitlist for Creator Capitalist. This isn’t about climbing someone else’s ladder—it’s about building your own.

Creator Capitalist
The AI Category Gets An F For Marketing.
The AI category deserves an F for marketing.
Actually, let me go further:
The AI industry gets an F.
The media gets an F.
Politicians get an F.
And CEOs using AI as cover for layoffs get a giant, flaming F.

Only the tech industry could take the single greatest innovation in human history…
…and market it so badly that people want to protest it in the streets.
(Too many tech leaders, in too many categories think their carbadigulators are so great, the market will just get it. That’s not how new categories work. People need to be educated.)
Think about how insane that is.
Protesting AI 🤯
AI has the potential to cure diseases.
Accelerate scientific discovery.
Expand human creativity.
Increase productivity.
Create entirely new categories of jobs and industries.
Drive economic growth at a scale we’ve never seen.
And yet…
People are throwing Molotov cocktails at AI executives’ homes.
Communities are revolting against data centers.
Commencement speakers are getting booed for mentioning AI.
And polls show AI becoming less popular than politicians.
That’s not a technology failure.
That’s a catastrophic leadership and marketing failure.
The AI category is allowing itself to be framed almost entirely through fear:
- “AI will take your job.”
- “AI will destroy humanity.”
- “AI will kill creativity.”
- “AI will ruin education.”
- “AI will make the rich richer.”
- “AI will destroy the planet.”
And the worst part?
A lot of the people pushing this narrative claim to be “progressive.”
Which raises a serious question:
How did the American left go from helping America win the Internet revolution in the 1990s…
…to becoming one of the loudest anti-innovation forces in the AI era?
The Clinton administration played a critical role in America becoming the dominant force of the Internet Age.
America didn’t win the Internet race by being afraid.
America won by creating massive new value with technology.
Entrepreneurs.
Scientists.
Engineers.
Category designers.
Capitalism.
Growth.
Innovation.
New categories.
We believed technological leadership mattered.
Now?
Many of the same political and cultural forces that once championed innovation are suddenly flirting with digital Luddism.
Meanwhile, China is racing at full.
And let’s be crystal clear: if America loses the AI race, the consequences will be enormous.
AI is already becoming one of the largest drivers of economic growth in the United States. Some estimates suggest AI-related innovation could account for as much as 75% of GDP growth in the coming years.
This isn’t just another tech cycle.
This is infrastructure-level innovation.
Electricity-level innovation.
Internet-level innovation.
Society- level innovation.
And yes.
Historically, breakthroughs triggered fear and protest.
>People protested electricity.
>People protested automobiles.
>People protested factories.
>People protested recorded music.
>People protested television.
>People protested the Internet.
The Luddites literally smashed industrial machinery because they feared mechanization.
Progress has ALWAYS scared people.
But here’s what’s different now:
The people building AI are doing an atrocious job explaining why this technology matters.
Too many AI leaders sound like Bond villains.
>Too many companies market AI like a replacement for humans instead of an amplifier of humans.
>Too many executives brag about headcount reduction instead of human possibility.
If you tell society:
“Hey, this technology is coming for your livelihood…”
Don’t act shocked when society turns against you.
And the media?
Fear sells.
>“AI apocalypse” gets clicks.
>“AI destroys jobs” gets engagement.
>“AI might help cure cancer” gets buried on page B17.
Congratulations tech donkeys.
We’ve collectively taken humanity’s greatest technological leap and let assholes branded it like a horror movie.
Enough.
It’s time to take marketing AI seriously.
Right now the AI category needs real leadership.
Not hype.
Not doom.
Leadership.
We need leaders who can articulate:
- Why AI matters.
- Why innovation matters.
- Why growth matters.
- Why American technological leadership matters.
- Why abundance beats scarcity.
- Why building is better than fear.
- Why progress matters.
And yes, we need to say this part out loud too:
Being anti-innovation is not morally sophisticated.
It’s often economically destructive.
Strategically dangerous.
And historically ignorant.
America became America because we created the future.
If we surrender AI leadership because we’re too busy scaring ourselves while China accelerates, history will not look kindly on this moment.
The future belongs to creator capitalists who us AI to build new categories of value.
Hey AI category leaders.
Let’s start marketing AI like America’s future depends on it.
Because it does.
🏴☠️
Subscribe to read something Different.
From Knowledge Workers to Creator Capitalists: Christopher Lochhead’s Vision for the AI Era
At the 2026 AI Agent & Copilot Summit 2026, Christopher Lochhead opened with a provocative idea: AI is not just another wave of technology, it’s one of the most important innovations in human history, comparable to the invention of fire or the wheel.
But his keynote wasn’t about the power of AI itself. It was about what humans must become in response to it.
AI Is Making Knowledge “Cheap”
Lochhead argues that we are witnessing the collapse of the “knowledge worker” economy. For decades, professionals created value by accumulating expertise and executing tasks efficiently. Today, AI agents and copilots are rapidly commoditizing both.
As AI systems get better at processing information and executing workflows, the value of simply “knowing” or “doing” diminishes. In this new reality, competing with machines on speed or efficiency is a losing game.
The Rise of the Creator Capitalist
In place of the knowledge worker, Lochhead introduces a new archetype: the “creator capitalist.”
This shift is about moving upstream, from execution to creation. Instead of optimizing existing systems, individuals must focus on identifying new problems, inventing new categories, and delivering unique value that AI cannot replicate.
As Lochhead puts it, the real advantage lies not in out-executing machines, but in out-creating them. Creativity, curiosity, and original thinking are no longer “soft skills” but essential economic drivers.
AI as a Catalyst for New Economic Models
Rather than replacing humans outright, AI is reshaping how value is created and captured. Lochhead frames this moment as the birth of “creator capitalism,” where differentiation and originality define success.
In this model:
- Knowledge becomes abundant and low-cost
- Execution becomes automated
- Creation becomes the primary source of value
This transformation opens the door to entirely new categories of work, businesses, and industries.
A Call to Rethink Work and Identity
Lochhead’s message is ultimately a challenge. The future isn’t about adapting incrementally to AI, it’s about rethinking how we define work, careers, and personal value.
The winners in the AI era won’t be those who use AI to do the same things faster. They’ll be the ones who use it to create things that didn’t exist before.
Read more about Christopher Lochhead’s keynote speech on the Cloud Wars page.
For more thoughts and conversations with Creator Capitalists, check out the Christopher Lochhead: Follow Your Different Podcast.
What Is a Creator Capitalist?
What Is a Creator Capitalist?
A Creator Capitalist.
First, Let’s Be Clear About the Shift
- Apply existing knowledge
- Execute within existing systems
- Improve predefined processes
- Follow someone else’s strategy
So What Is a Creator Capitalist?
“What’s my role?”
“What’s the confusion that’s getting expensive right now?”
- Name it
- Frame it
- Clarify it
- Package it
- Turn it into an asset
Employees Execute.
Entrepreneurs Risk.
Creator Capitalists Design.
- Platforms change rules
- Jobs get automated
- Institutions lose trust
- Entire categories collapse
- One boss
- One company
- One platform
- One algorithm
What Makes Them Different?
- They think in assets, not hours.
- If it can’t scale beyond their time, they question it.
- They turn ideas into IP.
- A point of view becomes a product.
- A product becomes a category.
- A category becomes capital.
- They build direct relationships.
- Audience > employer.
- Community > distribution platform.
- They use AI as a multiplier, not a crutch.
- AI handles execution.
- They handle direction.
- They create new value instead of competing for old value.
- Different beats better.
This Isn’t About Quitting Your Job
“Who can execute this?”
“Who can design the new model?”
- Frame the problem
- Direct the agents
- Create the intellectual property
- Own the outcome
The Old Model vs. The New Model
- Learn skills
- Get hired
- Execute
- Hope for promotion
- Develop judgment
- Build a point of view
- Turn it into assets
- Own the upside
Why This Matters Right Now
- applying known knowledge
- following known systems
- improving known processes
- creating new models
- framing new problems
- designing new categories
The Real Question
“How do I become famous?”
“Where is confusion expensive—and what can I clarify?”
- Write the book
- Build the tool
- Launch the product
- Create the framework
- Train the AI
- Teach the model
In One Sentence
Category Creation for Startup Entrepreneurs: How to stop competing and start creating
Let’s start with a painful truth: most startups never actually start something new.
They enter an existing market.
They build a slightly better product.
And then they drown in a sea of sameness.
That’s not entrepreneurship.
That’s incrementalism with a hoodie.
If you want to build something legendary—not just “fundable”—you have to stop playing the game others designed.
You have to create your own category.
1. The Startup Lie: “Build a Better Product and You’ll Win”
This is the oldest lie in Silicon Valley.
The myth that innovation is all about the product.
But here’s the real problem: better doesn’t win. Different does.
History is littered with companies that had better tech and still lost—because they tried to compete inside someone else’s frame. BlackBerry had the better keyboard. Apple built a better category (the smartphone). MySpace had more users. Facebook built a better category narrative (real identity). Zoom didn’t “out-feature” Webex. It reframed what “simple, reliable video” meant in a hybrid world.
Startups die not because their product sucks. They die because they fail to tell the world what game they’re actually playing.
2. What Category Creation Really Means
Category creation is not marketing spin.
It’s the business discipline of designing the space you own.
It’s what happens when you do three things with legendary precision:
- Frame the problem in a way no one else has.
(You teach the world to see what’s been invisible.) - Name the solution in language people can’t un-hear.
(You coin the phrase that organizes belief.) - Claim the position before anyone else knows it exists.
(You take the high ground while everyone else fights in the valley.)
That’s the magic triangle of category design:
Problem → Solution → POV.
And when you get those three aligned?
You don’t compete for demand. You create it.
3. Why Founders Fail at Category Creation
Because they’re trained to think like engineers, not evangelists.
Founders obsess over what they’re building.
Category designers obsess over what people believe.
The product says, “Here’s what we do.”
The category says, “Here’s why it matters.”
And belief beats features every time.
If your startup is struggling to get traction, the issue isn’t distribution—it’s definition. You haven’t defined the problem clearly enough for the world to care.
You’re trying to win a market instead of making one.
4. Category Design Is a Strategic Weapon
Think of it like this:
- Marketing tells the story.
- Sales converts the believer.
- Category design decides what the story means.
When you define the narrative, you define the economics.
That’s why Salesforce didn’t sell “CRM software.”
They named a new category—“cloud computing.”
That’s why HubSpot didn’t sell “marketing automation.”
They created “inbound marketing.”
That’s why Airbnb didn’t sell “cheap lodging.”
They reframed travel around belonging.
Each of those companies designed a new mental shelf in the minds of their customers. And whoever owns the shelf owns the category.
5. The Founder’s Checklist for Category Creation
If you want to stop blending in and start leading, start here:
- Name the Enemy.
Every category has a villain. What are you fighting against?
(Confusion? Waste? Bureaucracy? Invisibility?) - Design the Language.
What words will you own? If you don’t name it, someone else will—and you’ll lose the conversation. - Declare Your POV.
Don’t describe what you do. Tell the world what you believe.
Great categories start as acts of rebellion. - Concentrate Your Strike.
Don’t spread yourself thin across every marketing channel.
Create a Lightning Strike—a concentrated burst of attention that tips word of mouth in your favor. - Turn Customers Into Superconsumers.
Your early adopters are not “users.” They’re your missionaries.
Make them part of your story. Let them spread your belief faster than your ad budget ever could.
6. Category Creation Is a Leadership Act
Most startups are built to chase.
Category creators are built to lead.
Leadership means you go first.
You take the arrows. You carry the flag.
It’s risky. It’s lonely. It’s uncomfortable.
But it’s also where the leverage lives.
Because when you create the frame, everything inside it bends toward you: Pricing power. Press coverage. Investor interest. Talent magnetism.
The moment you define what matters—others fall into formation around it.
7. How to Know If You’re Building a Category (Not Just a Company)
Ask yourself three questions:
- Do people repeat your language when they describe their world?
If they’re quoting you, you’re shaping belief. - Do your competitors look outdated—even if their product works?
If yes, your POV has changed what “good” means. - Do your customers evangelize you without being asked?
If yes, your narrative is doing the heavy lifting.
That’s category momentum.
It’s the compounding interest of meaning.
8. The Future Belongs to Category Creators
The world doesn’t need more startups.
It needs more founders brave enough to reframe it.
AI is making “better” cheaper.
But “different” will always be priceless.
The founder who builds a new category doesn’t just win market share—they win mindshare. They stop chasing demand and start making it.
So if you’re a startup founder reading this, here’s your call to arms:
Stop tweaking your pitch deck.
Start writing your manifesto.
Stop marketing your product.
Start evangelizing your POV.
The goal isn’t to get people to buy.
The goal is to get people to believe.
Because once they believe—
The buying takes care of itself.
Final Thoughts:
The most dangerous place for a startup isn’t irrelevance—it’s invisibility.
Category creation is how you become seen, heard, and followed.
So go make your dent.
Frame it. Name it. Claim it.
Then light the damn fuse.

Learn more about category creation.
Subscribe to Category Pirates.
Silicon Valley Legend, Rick Bennett, Took Oracle From $15M In Revenue To Over $1B. Here’s How.
In Silicon Valley, Rick Bennett is a coveted secret weapon.
If you want to psychologically attack the competition with your marketing tactics, Rick is your guy (if you can get him). He won’t bother with hesitant clients. He doesn’t do boring, safe, or average. Hire somebody else for that.
Rick Bennet is the AC/DC of advertising and marketing. He found a format that rocks, does it extremely well, and sticks to it. Aside from always looking for new technology to test his messaging, he doesn’t change much—because he doesn’t need to.
He is also the mastermind behind Oracle’s genius ad strategy that skyrocketed the tech company’s growth in sales from $15 million to a staggering $1 billion between 1984 and 1990. With Rick’s permission, Salesforce later borrowed his Oracle strategy and achieved great success.
Today, he launches startups into the stratosphere through controversial, insanely effective guerilla warfare marketing strategies.
I actually worked with Rick early in my career as the chief marketing officer of a Silicon Valley startup. And the guerilla warfare marketing crash course he gave has stuck with me throughout my professional life.
Rick says what he does is “clinically incorrect.” Well, if that’s the case, I don’t want to be right. On the Follow Your Different podcast, Rick and I talked about how, while marketing has evolved in big ways over the last few decades, his bold approach has stood the test of time.
Lightning never strikes the same place twice.
Rick once placed a $15,000 ad in the Wall Street Journal for Linuxcare, a software company, that simply said, “Linus Torvalds for president.” Torvalds is the creator of the Linux operating system Linuxcare developed tools for. Shortly after the ad ran, Torvalds showed up at a tradeshow and spent hours signing copies of the newspaper at the company’s booth.
A simple, bold message with dynamite results. That’s the Rick Bennett formula, in a nutshell.
While he likes to stick to the script, he’s learned there’s a fine line. You can’t use the exact same strategy twice.
In an attempt to recreate the success of the Linuxcare ad, Rick ran a similar ad for Reachable, a Salesforce analytics platform, that read, “Marc Benioff for president.” Benioff, of course, is the founder and CEO of Salesforce. At a subsequent Salesforce conference, Benioff had to fend off hordes of media members asking about his potential (non-existent, of course) presidential campaign, which he didn’t appreciate.
That was Rick’s last ad with Reachable.
The secrets behind guerrilla warfare marketing.
Rick plays hardball.
One of his main goals is to make the competition “go crazy” and “generate mistakes.”
One such example of succeeding in this pursuit is an ad he came up with for Salesforce that said, “I will not give my lunch money to Siebel.” The aftermath, for Siebel, was catastrophic. Their executives apparently called up every publication that published the ad and swore to never advertise with them again. Siebel never recovered.
While working with Oracle, Rick destroyed a competitor’s campaign with just nine words. Digital Equipment Corporation was about to launch Rdb, and include it for free with every VAX computer purchase. Oracle ran an ad saying, “You wouldn’t want Rdb even if it were free.”
Digital Equipment Corporation went crazy and ended up selling Rdb to Oracle in an incredible turn of events.
ASK Technology also suffered from going to war with Rick. As a genius preemptive strike, Oracle launched the ad “WE KICK ASK.” ASK Technology responded by promising products they could not deliver. As a result, ASK Technology ladies and gentlemen no longer exists and Oracle successfully conquered a new market.
The master sensei of ad copy and writing headlines.
I asked Rick what advice he would give to a young person interested in becoming a master of writing ad copy. Here’s what he said:
- First, find a product to sell. It doesn’t have to be your own—maybe your brother-in-law invented a new device.
- Second, test out messaging on social media. Test away, don’t be shy. Throw 20 different ads into the social media universe. Give a ridiculous ad copy a shot and see how it performs. There’s little risk early on.
- Third, find a strategy that works and run with it. Do something legendary. Become the Howard Hughes of your own dreams.
Rick is very consistent —straightforward. Hard-hitting. No nonsense.
His approach isn’t for everyone. It takes a particularly bold CEO to roll with Rick. And he’s dealt with a number of hesitant CEOs.
So how does he convince an on-the-fence client?
He reminds them you have to take chances to win. Especially when your back is against the wall and you have nothing to lose. Your board of directors could fire you tomorrow anyway. Why not take that chance and bet all your chips on a bold marketing strategy?
To listen to the full podcast with Rick, click here to Follow Your Different.
Snow Leopard: Why Legendary Writers Create A Category Of One
Most writers spend their entire lives trying to become “great.”
But what does being a great writer mean?
- Is it when you go viral, and accumulate over a million views on something you’ve written?
- Is it when a major publisher gives you a book deal?
- Is it when a magazine says you’re “talented?”
- Is it when your parents (and all their friends) applaud your work?
At what point is a great writer, “great?”
Let’s skip to the answer: Great is relative.
The word “Great” implies competition.
In order for you to be “great,” that means someone else has to be “not-great.” Which means the entire goal of becoming “great” is a never-ending cycle of comparing yourself to anyone and everyone around you, and then trying to figure out how you can “out-great” them—until the next person comes along, and who you have to “out-great” changes, and so on.
As ridiculous as this sounds, this is how most writers spend their entire lives & careers.
Comparing themselves to others in search of “greatness.”
Forever stuck in a game of competition.
Legendary writers, the ones who stand the test of time, do none of this.
Who is a better writer: David Ogilvy or Charles Bukowski? Most sales copywriters rush to say the former and don’t even know who the latter is. And most people in the literary world rush to say the latter and don’t even know who the former is.
Who is a better writer: Malcolm Gladwell or James Patterson? Most people rush to say the former, but the latter has sold 1000x more books. So how are we defining “great?”
If you look closely, what you’ll notice is that the most influential writers of all time are impossible to compare. They aren’t “regular leopards” (regular writers, all competing for who is a better novelist, who is a better journalist, who is a better copywriter, etc.). They are Snow Leopards — and they stand alone.
The big question, of course, is how?
Snow Leopard: How Legendary Writers Create A Category Of One
For example, what is the author Ryan Holiday’s category?
Ask 500 people this question, and all 500 will say the exact same word:
- Stoicism
- Stoicism
- Stoicism
- Stoicism
- Stoicism
- Stoicism
- Stoicism
- Stoicism
We as human beings are not taught to think this way. Instead, all growing up, we’re taught to choose an existing industry and then “compete” our way up the ladder. But this is not what legendary writers, creators, and even entrepreneurs do. Instead, they become known for a niche they own. Why has Ryan Holiday sold so many books? Because it’s very easy for readers to a) understand WHAT he’s writing about, b) understand WHO it’s for, c) understand WHY it matters, and d) talk about it.
So how fast does word-of-mouth marketing spread when everyone uses the same word to describe who you are and what you write about?
The answer is: very fast.
Your goal as a writer (or creator, or entrepreneur) is not to become “the best” in an existing category.
Your goal is to create your OWN category.
And then give readers the language you want them to use to describe who you are, what you write about, and why it matters.
Snow Leopard by Category Pirates is the first “writing” book ever written through a Category Design lens.
Category Pirates—composed of myself, 3x CMO & chart-topping podcaster, Christopher Lochhead, and billion-dollar growth strategist, Eddie Yoon—is the authority on Category Creation & Category Design.
And each week, we publish a mini-book (5,000–10,000 words) on these subjects, educating people on the importance of differentiating themselves in their work and careers—and how exactly to do that.
But we just published a book specifically for writers & creators, called Snow Leopard, digging into how writers and communicators specifically should think about “niching down.”
Including:
- The benefits of creating Obvious & Non-Obvious content
- The power of having a unique & highly differentiated POV
- How to use “languaging” to Name & Claim new ideas (and make them “stick”)
- Digital business models for writers & creators, and how to monetize your work multiple times
- Why the content marketing industry is becoming painfully saturated (and the opportunity this creates for writers willing to “think differently”)
- And the Content Pyramid, and how you can climb your way up from being a consumer, to a curator, to a Creator.
We also conducted the world’s first non-fiction study of best-selling business books, reverse-engineering what made them successful. From there, we created our own framework you can use to ensure the book(s) you write have the most Reach & Resonance potential possible.
If you are not making 6 figures as a writer, you don’t have a writing problem.
You have a differentiation problem.
You have a languaging problem.
You have a category problem.
To fix that, give Snow Leopard a read. You can grab a copy here on Amazon (print & eBook).
This is the book I wish one of my Creative Writing professors had given me 10 years ago.
(It would have saved me a lot of time and wasted effort.)
How To Make Money In A Recession: 5 Steps To Create Demand For Your Product, Service, Or Platform
Recessions are the worst time to fight for demand. And recessions are a great time to create demand.
Originally published by Category Pirates🏴☠️
Dear Friend, Subscriber, and Category Pirate,
We are in a recession.
(Not officially, but it is not looking good.)
Stocks are down. Startup valuations have plummeted. Bitcoin and Ethereum have lost more than 50% of their total value since their respective highs back in November, 2021. And sentiment around Silicon Valley is that the next 12-18 months are going to be challenging for companies looking to raise money.
But where there is chaos, there is opportunity.
Approximately 10% of companies get stronger in downturns. And you can’t be in the 10% unless you do some serious thinking.
Through the category lens, downturns are simple to understand—and have a clear path to navigate. When times get tough, businesses, governments, households, and individuals all do the same thing: they create two lists.
- “Must Haves”
- “Nice To Haves”
Then they start cutting the “Nice To Haves” to lower costs—as a direct response to their revenue / income / buying power shrinking.
Which means the seminal question is: what makes people put some categories/brands/products on the “Must Have” list versus the “Nice To Have” list?
Perceived value.
(Everything we value, we’ve been taught to value.)
The difference between a dumb idea and a great one, or the difference between useful products and useless ones is the perception we have based on what we have been taught. (Don’t forget: pet rocks used to be in demand.)
The trick is to get your product/service/platform on the “Must Have” list, and to be as high up on the list as possible. Because the higher the category is on the hierarchy of perceived value in the consumer’s mind, the greater the likelihood they will keep buying from you.
Which is why savvy leaders market the category in downturns.
Because people make their lists by category first, and brand second.
(“Alright Tom, we are paying for 3 different streaming (category) services right now. Which one (brand) don’t we need?”)
Elon Musk was a guest on the All In podcast and summarized the net-positive effects of recessions well:
“Recessions are not necessarily a bad thing. I’ve been through a few of them. What tends to happen, if you have a boom that goes on for too long, you get misallocation of capital. It starts raining money on fools, basically. Any dumb thing gets money. At some point, it gets out of control… and the bullshit companies go bankrupt and the ones that are building useful products are prosperous.”
When most people hear the word “recession,” they imagine the housing crisis of 2008 or the dot-com bubble in the late 90s—and all of the businesses that went under as a result.
But what doesn’t get talked about enough are the incredible companies that emerged out of these challenging times as well. Google and Amazon both came out of the dot-com bubble in the 90s (as did hundreds of other world-changing companies). And Uber, Spotify, Airbnb, Square, and dozens of other next-gen technology companies were founded between 2006 and 2009, right in the middle of the greatest financial crisis to ever threaten America.
Recessions are pressure-cookers that rid the system of businesses failing to live up to the value they are promising society.
Here’s how it happens:
The Company Downturn Cycle Of Doom
Step 1: Recession hits.
Stocks crash. Capital dries up. Investors stop playing as many hands and start sitting out of deals. Consumers tighten their belts and begin to examine their spending habits. The music comes to a halt and everyone in the room stops dancing.
Step 2: Demand falls.
The result of all this “tightening” is that consumers spend less. Suddenly, that vacation you were planning (and that Airbnb you were looking at) goes from a “need” to a “want.” And not just a “want,” but a “want” you have to work harder and harder to rationalize to yourself. Companies (like Airbnb, for example), immediately feel this change in temperature. Bookings go down. Revenues fall. Inventory builds up at large retailers like Target and Walmart (43% and 32% year over year respectively) that has historically led to both big chains missing revenue expectations. Not by a lot—just enough to make everyone pause.
Step 3: Companies start playing “The Better Game”—hard.
Demand has started falling, which means companies that have employees to pay and investors to keep happy need to work twice as hard to earn the same amount of money they did a few months prior. Their entire strategy becomes to “catch” demand. As a result, they fall into The Better Trap, which is often “my deal and discount is better than everyone else’s.” These companies believe there is a fixed number of people willing to spend money in this current environment, and they become myopic about convincing those select few customers to shop with them (opposed to one of their competitors—who are furiously doing the exact same thing).
Step 4: Customer acquisition cost goes up.
Before the recession, customer acquisition costs were $X. Now, they are 2x, or 3x, or 5x times higher. For every dollar you used to spend acquiring a new customer, you now have to spend two. This chops your profit margins down a size, which accelerates the existential threat to your company.
Some tech startups burn half of their venture investors’ money on demand capture with Google and Facebook. And executives who have already dug themselves a deep competition hole drive CAC through the roof as they try desperately to catch the falling demand knife in downturns.
Step 5: Cash flow goes in the wrong direction.
Lowered revenue and profit margins lead to lower cash flow.
Which means now you’re spending more to make less cash.
But it’s not just you. It’s you, plus all your competitors, plus all the other tangentially related companies in your industry, plus all the other companies that have cash flow going in the wrong direction. As a result, cost of capital increases as valuations/market caps go down, while debt and credit financing go up with interest rates.
Until eventually, your company runs out of money.
Recessions are the worst time to fight for demand. And recessions are a great time to create demand.
The truth is, you never want to be in a position where you have to “fight” for demand. (We call this The Better Trap.)
But in a tightened environment, fighting for demand is the equivalent of trying to run a marathon while simultaneously holding your breath. Running is taxing. And depriving yourself of what you need to breathe is also taxing. Both at the same time is the worst idea you could have.
Instead, especially in a recession, the people who know how to create demand become most in demand.
- They create what is suddenly urgent, important, and most useful in the world.
- They remove themselves from “comparison” conversations and educate customers on “different” problems, solutions, and outcomes (that they likely haven’t considered before).
- They allow “competitive” companies to waste their resources fighting against each other, and leverage this unique period of time to create net-new opportunities for themselves and the customers they want to serve.
- They force a choice, not a comparison.
- They elevate the value of what they do (at the level category level, not the product/service level).
Here’s how:
Your Money-Making Recession Strategy
Step 1: Create High-Value Non-Obvious Insights
We wrote about how to do this in our mini-book, The Art of Fresh Thinking.
Non-Obvious insights are what unlock exponential value that did not exist before (that’s what makes them Non-Obvious!). How you find them is by auditing today’s newest, hottest, most popular solutions—because today’s solutions create tomorrow’s problems, and tomorrow’s problems create category opportunities.
By auditing the solutions society values most heavily today, what you’re going to find are emerging (potential) categories with strong tailwinds behind them. And solving tomorrow’s problems before anyone else is just another way of saying “solving Non-Obvious problems.”
And these problems are Non-Obvious because the world hasn’t realized which way the wind is blowing yet (which means you can be the first to frame tomorrow’s problems, provide a solution, and own the category of outcome).
For example: let’s pick up the story from the Downturn Cycle of Doom. You want to build up cash reserves, but both the equity and debt capital markets are unattractive. What can you do?
Look within your value chain by turning to your Superconsumers or suppliers.
Supers are the most recession proof part of the economy because they have certainty of demand that lasts decades longer than any economic cycle. They are also the savviest consumers in the category, so make them an offer they can’t refuse. Create a bulk bundle that gives them a great volume discount. Subscriptionize your product or service in a longer term deal that gives you cash up front for services in the future. (Cash now is always better than cash later.)
But there is another growth secret about Supers:
If you are radically different and deliver transformational outcomes, they will never let you go.
The very last Blackberry users held on ‘til January 4th 2022 until the company pulled the plug. They were Supers. These Supers hold on because they “need” you. The category is part of their identity. It’s built into a part of their work and broader life. They have invested money, time, and in some cases part of their spirit into the category and the category leader’s brand and offerings. Another great example: during the early 2000s Microsoft stopped innovating for about a decade. They took ten years off. They did very little product, technology, and category innovation… and ended up missing the entire Cloud category.) You’d think they would have crumbled, and competition would obviously overtake Microsoft with clearly “better” products.
So why is Microsoft still one of the most successful and valuable companies in the world?
Supers wouldn’t (couldn’t) let them go! Microsoft had approx 90,000 employees, 640,000 partners, and a billion users in 2010. (All with exorbitant switching costs and huge investments with Microsoft). So—driven by the trendsetting Supers—the category held on, even as Microsoft looked like it was becoming Wang Laboratories. Then, once they started to innovate and create and (re)design categories under the leadership of Satya Nadella, they executed one of the greatest turnarounds in history.
Said a little differently: Pirate Eddie is an electric vehicle/Tesla Super. Pirate Christopher, on the other hand, refuses to buy one. He loves American Muscle cars—and has a deep personal relationship with his 2014, 662 horsepower Shelby Cobra Mustang. (Category first, brand second.) And no amount of marketing will ever get Pirate Christopher to buy a Tesla, or Pirate Eddie to buy a Shelby Cobra Mustang. Instead, marketing dollars would be better spent educating a Super like Pirate Eddie on why he should pre-order the new Tesla Cybertruck, or a Super like Pirate Christopher on why he should add a handful of vintage, collectable Mustang parts to his classic Shelby Cobra.
Instead of trying to market to new customers, consider how you can increase cash flow by getting your Supers to open up their wallets and buy more of what they already (clearly) love.
Here’s another example:
Guitar players universally respect (and many “love”) the legendary Gibson. But after expanding recklessly into adjacent categories, with a competitive/comparison mindset, the company collapsed into bankruptcy. Old management out. Then, new CEO JC Curleigh declared a “true to roots” initiative. Translation: “We’re going to focus on our Supers in our core categories with our most legendary products and brands.” The company, after very strong complaints from Supers, also stopped attacking smaller knock-off competitors and created an “Authorized Partnership Program” with boutique guitar makers.
This is a legendary example of a strategy that expands the category potential while diverting attention and resources from competing to monetizing collaboration at the same time. And it works for companies of all sizes. Satya Nadella and Microsoft did the same.
“So it is notable that Nadella has put Microsoft back at the top of the tech heap without attracting the resentment and anxiety provoked by some other tech leaders—or, for that matter, Microsoft’s own former self. The software company was once considered to be the model of the corporate bully, using its dominance over PC software to hold sway over the tech world.” —L.A. Times.
But big suppliers also have an interest in making sure their partners whom they sell through survive a downturn. Sometimes the same company or person can be both Superconsumer and supplier.
The most legendary example of this is when Microsoft invested $150 million into Apple, effectively saving Apple from bankruptcy in 1997. In exchange, Microsoft provided Office to Macs and Apple made Internet Explorer the default browser which helped Microsoft appear less monopolistic as it was negotiating a lawsuit with the government.
“In a way, you could say it might have been the craziest thing we ever did. But, you know, they’ve taken the foundation of great innovation, some cash, and they’ve turned it into the most valuable company in the world.” —Steve Ballmer, former CEO of Microsoft in 2015.
So next time you look at your iPhone, iPad, or Apple Watch, make sure you say thank you to Steve… Ballmer. We’d bet you the Brooklyn Bridge that it took a lot of Non-Obvious thinking from both Mr. Ballmer and Mr. Gates before getting that buck fifty to Jobs.
Today both Apple and Microsoft are two of the most valuable companies in the world with multi-trillion dollar market caps. And Microsoft made around $550 million from its Apple lifeline—a 260% gain in just six years.
These are the kinds of Non-Obvious insights much of the business world tends to avoid looking for and thinking hard about (“Why would we ever help our competition?!”).
But these Non-Obvious insights are often what lead to incredible opportunities and abundance for all.
Step 2: Convert Your Non-Obvious Insights Into Intellectual Capital
Peter Drucker was the one who named & claimed the idea of being a “knowledge worker” as someone who earns with his or her mind, not their muscles.
But he first coined this term back in 1959, and the world has changed dramatically since then. In a world where information is a commodity (where a 7-year-old can ask their smartphone how many home runs Babe Ruth hit, or how many stars there are in our galaxy), having “knowledge” today isn’t nearly as valuable as it used to be. When Drucker invented the term “knowledge worker,” the game of business and life was to acquire knowledge and then apply knowledge—a doctor gets paid per hour to apply their knowledge of medicine, a lawyer gets paid per hour to apply their knowledge of the law, etc.
Today, the game is to acquire knowledge, leverage Non-Obvious insights to build upon that knowledge, and create net-new Intellectual Capital. This is knowledge that did not exist before you took the time to draw a conclusion between two or more disparate, maybe even conflicting ideas and/or data points.
And how do you find these Non-Obvious insights?
Again: talk to your Supers!
Most companies launch innovations after months or even years of prep work behind the scenes—only to let their big, grand reveal fall on deaf ears.
But savvy companies understand that Superconsumers can be a source of precious real-time feedback in a soft launch that dramatically increases the odds of success. Tesla is doing this right now with its full self-driving beta, releasing it to only 100,000 users who will use it safely and provide massive amounts of data to optimize and improve the feature before its full rollout. Or, another example: Safeway (the supermarket chain) used to test its private label innovations in just a few stores, get feedback, and then optimize and roll them out nationally afterwards. Michael Fox, the former CMO of Consumer Brands at Safeway and now CEO of California Olive Ranch noted that their innovation success rates were much higher than they were back in his Frito Lay days where he had significantly more resources.
But Supers don’t have to just be your customers.
Supers among your employees are some of the best sources of Non-Obvious insights. When Steve Hughes was at Tropicana, he was walking the factory floor when he saw some of the workers enjoying a glass of orange juice after their shift. Right then, he noticed something Non-Obvious… they were putting the pulp that the factory had just painstakingly removed back into the glass. He asked them why and they said it tasted even more like fresh squeezed orange juice. Steve took that Non-Obvious insight and led the creation of Tropicana Grovestand with pulp, which became a billion dollar product.
The takeaway here is: don’t think of innovation as something that has to happen in a vacuum (we know too many founders, business owners, executives, and investors who need to feel like “they” were the ones who came up with the company’s big, game-changing idea).
Instead, talk to your Supers—customers, clients, and employees. Ask them questions. Let them tell you what their biggest pain points are, and their wants and needs and hopes and dreams for the category. See what they are doing and join in.
Supers will usually tell you the right answer (or at least point you in the right direction) if you take the time to listen.
Step 3: Convert Your Intellectual Capital Into Digital Products/ Services/ Businesses
When you create Intellectual Capital, you have something no one else does.
Which means you no longer have to “fight” for demand.
You can create it.
Even in a tightened economic environment, you have the opportunity to educate people on your new, different, Non-Obvious insights. During times of crisis or change people are naturally more open to different ideas. They are very aware they are living in an obviously different world (think about the COVID-19 pandemic), which challenges their historical assumptions, which opens the aperture of their minds and makes them more willing than normal to consider a Non-Obvious, different future (and all the new categories that can or should exist in that new and different future).
Non-Obvious insights are significantly more valuable than Obvious, commodity insights (things the world has already priced, and already determined whether they want or do not want), which means you can charge more for them—look at you thriving in a downturn! In addition, when you can plug your Intellectual Capital into frictionless, infinitely scalable, digital platforms and products, you can also monetize your “knowledge” in a way traditional knowledge workers cannot (that’s the beauty of software, newsletters, websites, podcasts, and content). A doctor only gets paid when she or he performs a surgery. And a lawyer only gets paid when she or he accumulates billable hours. But these rules are not true for a SaaS company or any form of digital content/creation. These are “build once, scale-massively-at insane-margins” businesses that go ching-ching-chitty-ching-ching (as in an old-school cash register).
Getting paid in the future for Non-Obvious insights you created/published in the past is Intellectual Capital.
We want to be clear here though: Intellectual Capital isn’t just “theory” for professional services firms, but is a strategic asset that turns into an economic asset. For Intellectual Capital to be given a value or price, it needs a market where buyers and sellers agree. Which means you have to either plug your Intellectual Capital into a marketplace that connects Superconsumers and suppliers that maximizes monetization and/or mindshare, or create one yourself.
For example, a few years after nearly avoiding bankruptcy, Apple launched the iPod and iTunes store in 2001. iTunes was the Intellectual Capital pivot from Apple being a product and software manufacturer to an Intellectual Capital based ecosystem. Both iTunes and the App store are an Intellectual Capital marketplace platform where Superconsumers and suppliers can meet and transact, all while Apple both takes a cut but also ensures its relevance as the center of gravity in the category.
Now, obviously not every business is going to go create a multibillion-dollar next-gen marketplace—that’s not what we’re saying. Digital content/products is the lowest-barrier-to-entry way to scale your Non-Obvious thinking (and Intellectual Capital) in a way that does not require you to show up to the office and perform surgeries and/or rack up billable hours.
It takes us approximately 6-10 hours per week to write each Category Pirates mini-book. And this amount of time, energy, and effort remains constant whether 6 people, or 600 people, or 6,000 people, or 6 million people read it—allowing our earnings as writers and Intellectual Capitalists to be “infinitely scalable.” Which is the opposite of even the most prestigious legacy “knowledge work” where income scales linearly with time, energy, and effort.
(Pirate Chrstopher’s podcasts have been downloaded in 190 countries. And while he’s done a lot of traveling, he’s never been to many of the places his work has been downloaded in.)
Even the highest-paid knowledge workers today are beginning to wake up to the fact that life is much better when you’re an Intellectual Capitalist. (Which is why 86% of Native Digitals want to be creators, not lawyers.)
Step 4: Design New Categories For New Digital Products/ Services/ Businesses
Once you build the skill of being able to spot and create Non-Obvious insights and turn those insights into unique, differentiated, one-of-a-kind Intellectual Capital, you can create net-new categories in the world.
Over and over again.
Again: the people who know how to create demand become most in demand.
Apple used its early success with iTunes to build more marketplace platforms like the App Store where consumers could not only transact, but also create and commercialize. And Whole Foods has its Local and Emerging Accelerator Program (LEAP) to incubate new brands and categories to be sold in its stores.
Jeff Bezos, who has recently let loose on Twitter, tweeted a cover of a 2006 BusinessWeek magazine calling his software bet “risky.” The bet was predicated on the Non-Obvious insight that Amazon’s B2C growth required more computing power, but that building Amazon’s cloud capabilities could also be remonetized as a B2B service. That software bet became AWS, which generated $62 billion in revenue last year (and is one the greatest B2B tech companies ever).
The big idea here is to consider what “costs” you can turn into revenue-generating machines. Instead of just assuming every business needs to spend money on marketing, or fulfillment, or distribution, or customer service, how can you create new categories, products, and services that turn those cost centers into revenue generators?
For example, here’s one way we have done this with Category Pirates:
You give us our book advance, not a big publisher.
When we originally started Category Pirates, we just wanted to write a book. And most people who want to write a book consider the legacy business model for “writing books”: pitch a publisher, get an advance, give up 85%+ ownership in the book, and publish it 2 years later (and we had multiple publishers interested… just sayin’). The “cost” here, however, is that even though you get paid some money up-front, you have to give up majority long-term ownership.
Instead, we flipped the model on its head and decided not to write a book (first), but to write our book “in public” via a paid newsletter.
This allowed us to…
- Build an audience while we explored new material—opposed to building an audience in the 9th hour, right before the book’s launch.
- Charge per month or per year opposed to “for one book”—unlocking more digestible, “read at your own pace” content for readers and more financial upside for us (most authors charge $20 per book, we charge $20 per month or $200 per year. That’s a 10x difference!).
- Have readers “pay our advance” to write the book. Instead of a publisher giving us $50,000 or even $100,000 up-front and then taking 85%+ ownership, readers pay us $20 per month or $200 per year, giving us some cash “now” and essentially paying us to write (which means we no longer have to pay the cost of giving up 85%+ ownership).
- Our Super readers buy both: the newsletter and the book. When we published our first two books last year (2021), The Category Design Toolkit and A Marketer’s Guide To Category Design, we learned that our Superconsumers didn’t want one or the other (the newsletter content or the big book content). They wanted copies of both! (Remember: Supers buy more, more often.)
These types of opportunities exist everywhere. And together with your Supers, you should be able to learn what “cost centers” you can turn into revenue generating win-win scenarios for you and your most enthusiastic Intellectual Capital consumers.
Step 5: Market Your New & Different Category—And Win
Businesses that thrive in recessions have no competition.
They avoid The Company Downturn Cycle Of Doom completely. They do not waste their time trying to “catch” what little existing demand is left for products or services the world may have concluded (in an instant) no longer serve them. Instead, these Category Creators use their time, energy, and resources to create net-new demand by solving tomorrow’s problems, today.
And as a result, they emerge victorious.
- Apple will be increasingly known as a subscription and marketplace company versus a hardware company.
- Whole Foods may increasingly be known as a venture company (incubating and/or investing in new products) as much as it is a grocer.
- Amazon will be increasingly known as a B2B services and technology company as it is a B2C e-commerce retailer.
Now is no time to work on the incremental.
Repeat this over and over again to yourself, like a mantra.
When the world is thrown off-balance, now is not the time to batten down the hatches and fight over a limited number of resources. That’s not what the world needs, and that’s not what you need in order to thrive.
Instead, this is your chance to create what has not been created yet. As we said at the beginning of this mini-book, some of the world’s most legendary companies were born out of downturns. This is not an expectation for you to go create the next Google or Uber, but should serve as a reminder and Rally Cry for your full potential.
Now is no time to work on the incremental.
Now is no time to work on the incremental.
Arrrrrrr,
Category Pirates
PS. – When the going gets tough, the tough design new categories.
Why (Positional) Power Is NOT The Greatest Power: The Legendary Lesson Madeleine Albright Taught Me
As a door opened, a soft “aahh” came over the 25 executives waiting. Madam Secretary had arrived.
(Everyone was there for her, but it was still surprising to actually see her)
The first female US Secretary of State was radiant in red. (Featuring one of her famous brooches)
Warm, welcoming, laughing and listening, she took time to meet everyone.
She shook my hand confidently (all four-feet-ten inches of her), looked me in the eye and told me she was glad to meet me.
Madam Secretary was that rare person who treated you like she’d known you for years. She was humble. The way she listened made you feel heard. Radically unimpressed with herself. 1000% focused on you.
We hired Madam Secretary to keynote our customer conference and I was interviewing her in-front of about 5,000 that morning.
As we prepared, I was struck by the fact that she once wielded more power than (almost) any person on earth.
As US Secretary of State Madeleine Albright could literally get a meeting with anyone. (Think about that)
The most powerful people would stop, listen to her every word and consider her every idea. With urgent attention.
Madam Secretary had gargantuan (positional) power. The exact kind of power (most) people seek in politics and business.
She could make people do shit.
Madam Secretary walked out to a standing ovation.
(no one made them)
5000 people hung on her every word.
(no one made them)
When she was done another standing ovation.
(no one made them)
Then I got it.
Madeleine Jana Korbel Albright had achieved something greater than (positional) power.
Real power. Personal power. The power to make a difference with your presence and participation alone. This was her “only” power now.
- Reputation
- Relationships
- Results
She could no longer “make” anyone do anything.
She was one of the toughest things you can be.
A “former”
- Former famous
- Former important
- Former (position) of power
Most “formers” fade out fast.
Many believe that power is something given, granted via an external source. (a title, resources, a budget, a team, etc)
And when your position goes, your power goes with it.
(Right?)
Not so fast. It turns out, NOT needing (positional) power is the greatest power of all. Power comes from within, NOT the positions we hold. It’s something we “earn” every day, not something we’re “given” once.
- Reputation
- Relationships
- Results
Today I have zero positional power. And I experience more joy and creativity, while making a bigger difference, than I ever did before.
Madeleine Albright taught me:
You can “make people” do something or “inspire people” to do something,
and those two things are not the same thing.

Bless you Madam Secretary,
Christopher Lochhead



