

Adam Paulisick
4.6K posts

@paulisick
CEO/Founder @SkillyAI.com (Service as a Software) ex @BCG @Nielsen via 3x acquisitions - Prof @SCSatCMU - maad Scientist @maadlabs - life w/ @ashleycecil




Engineering job openings are at the highest levels we’ve seen in over 3 years There are over 67,000 (!!!) eng openings at tech companies globally right now, with 26,000 just in the U.S. We don’t know if there would have been more open roles if not for AI or if AI is actually leading to more open roles, but since the start of this year, the increase in open eng roles is accelerating even more.





It's crazy how slow big enterprises are moving. On March 12, Deloitte published it's State of AI report, a 41-page analysis of AI's diffusion in the enterprise. The content was solid, there was just one issue... The 3,235 director-to-csuite-level respondents were surveyed in...wait for it...August to September 2025. This entire report is based on data that is 6-7 months stale, which in the world of AI, is pre-historic. Just think about how much the technology has changed and improved since then: 1) Coding agents went from fine to exceptional. Anthropic launched Claude Sonnet 4.5 in late September 2025 with major gains in coding, agents, and computer use, then followed with Opus 4.6 and Sonnet 4.6 in early 2026. 2) AI started producing native work products, not just text. OpenAI positioned GPT-5.2 and GPT-5.4 around professional work like spreadsheets, presentations, code, long-context reasoning, and tool use. 3) Security agents emerged as a serious new category. OpenAI launched Codex Security (formerly Aardvark) as an autonomous security research preview, and Anthropic launched Claude Code Security. 4) OpenClaw was released in November 2025. It became one of the fastest-growing projects in GitHub history & could have massive implications in the enterprise as governance & data security is figured out. All of this to say, you now have hundreds of thousands of leaders basing their view of their own organization's AI strategy & progress on a picture that is literally half a year old. It's both incorrect & potentially problematic if it leaves execs saying "we're exactly where we need to be on AI relative to our peers." If you're a leader: - Stay current: AI is moving so quickly, it actually matters that you stay on top of the news cycle because consequential model releases & product updates are happening weekly. - Go deep: Most executives don't understand the technology. Don't build your foundation of knowledge on a house of cards. Watch a @karpathy youtube video & get to the heart of what makes LLMs & their current architecture so powerful. - Stay close to the work: the only way to "own AI transformation" is to deeply understand what needs to be transformed. mastery over your customer-facing products, your internal workflows, and the proficiency of your people is table stakes for driving change. If you're Deloitte/big consultancy: you need to meet this moment with authority and accuracy. And accuracy, in a space that's reinventing itself in days not months, means ensuring great insights are tied to fresh data.


I made an app to turn web analytics into a Severance episode. Every page on your site is a department. /pricing is a department. /blog is a department. Your visitors are innies now. When they visit your site, they arrive through the elevator. When they navigate to another page, they walk to the next department. When they bounce, they walk out. It's called MACRODATA: macrodata.datafa.st



Today @Clay is announcing our second employee tender in just 9 months at a $5B valuation. Employee tender offers are rare at private tech companies, and repeat tenders at this frequency are rarer still. Under the traditional model, employees take on years of risk with no path to liquidity until an IPO or acquisition. We’re not building Clay that way. We believe that companies hitting their milestones should offer equity as part of people’s journey, not just at the end. And we want all our employees to benefit meaningfully from the value they create. There are two reasons companies don't do tenders: 1) you don't have the demand for your stock; 2) you think your team will get demotivated if they sell their shares. Re: the first -- I can't help you much there (but maybe DM me and I can do a video consulting on your biz problems). On the second -- in our experience, the opposite happens! When people feel trusted, supported, and happy, they stay longer and build with more conviction - just check out our Glassdoor reviews (p.s. we’re hiring!). Our teams are more loyal, energized, and motivated to make a big outcome happen because they know we care about doing right by them. The tender will allow employees to sell up to $55M of Clay shares at a $5B valuation, and is led by DST Global, with participation from @conviction, @AvraCap, @OpCo_VC and @Frontlinevc, alongside a stellar roster of angels and customers, including Stripe's @chughesjohnson, Figma CMO @SheilaVashee, Superhuman CEO @shishirmehrotra, and product leader @lennysan. Thank you to our team, community, and customers for making this milestone possible. We're hyped for the journey ahead! → Check out The New York Times feature by @m_delamerced: nytimes.com/2026/01/28/bus…







speaking to my b2b heart: @gdb says “boring enterprise problems” are still massively underserved by AI startups rn