Adam Spector

Excited to share the Chore Ops Dashboard. Your HQ for HR, finance, compliance & admin. 
Sales has CRMs. Product has Jira. Marketing has dashboards.
 Now, ops has its own dashboard. Founders waste 10+ hours/week bouncing between tools. So we built one place to finally see your company.

We expect more consolidation in this space. We intend to be where customers land when it happens — not because we're cheaper, but because we're better at achieving delightful operational outcomes.

The first wave of AI-native services taught the category a lot. Pricing has to reflect what the work actually costs to deliver. "Automated" rarely means what it sounds like. There is no shortcut around operational excellence.

@HireChore has acquired DianaHR's client operations. @upekabee and her team were among the earliest to take seriously what AI could mean for HR services. We're grateful for the work they pushed forward, and glad to welcome their clients.

Your best employee right now is probably one bad experience away from leaving, and the experience that breaks it won't be about culture. It'll probably be about something ops related.

I agree with all of this. Wise words every person - and especially every entrepreneur - should live by.

The first time I saw a startup lose a great candidate, it wasn't because of the offer. They lost because it took them 11 days to send paperwork. My take is, the offer letter is part of the interview and candidates are evaluating you the entire time.

AI 2027 is 88% accurate so far. I tracked all predictions from the AI 2027 scenario and progressively evaluated them. I also graphed @DKokotajlo's original AI 2027 METR curve in red, alongside current @METR_Evals p80 scores and @EpochAIResearch's ECI-extrapolated METR (R²=0.974). We are still on track. The rest of the early-2026 predictions depend on whether or not "Agent 1", a Mythos class model, gets released soon.

Post-seed companies tend to make the same two hiring mistakes, usually in the same order. First they hire an internal ops person too early, then they delay the product leadership hire too long.

@ericbahn That’s frustrating but actually not that bad. I know of companies who’ve seen 50 to 100% increases.

Just saw that our healthcare premiums we're paying as a company will increase by 12.09% YOY...

What’s the most useful thing an investor has ever done that has nothing to do with money?

@bigboybuilder 50 full-time employees

@aspec00 Hit 50 what

The number 1 hiring rule I follow now: If the role doesn’t build the product or bring in revenue, the default answer is outsource until you hit 50.

Only 21% of employees globally are actually engaged at work. 62% are doing the bare minimum. 15% are actively working against their own companies. Crazy stats 🤯

I often re-read @natfriedman's personal website (former Github CEO)

Our friends at @useStable surveyed 250+ businesses and found one surprising blind spot they all share. Physical mail. It’s consuming more time, introducing more compliance risk, and creating more drag than most operators realize. Next Monday, I’m joining @useStable to unpack what the data actually shows and what changes when you fix it. March 24th | 1pm ET | 10am PT Register here: usestable.com/blog/webinar-o…

Seed founders: hiring isn’t growth. It’s how you buy debt and guarantee yourself a slow death. @blocks just cut ~4,000 people. The lesson isn’t “be mean.” It’s: run the company on ARR per employee and delete anything that doesn’t drive core initiatives

we're making @blocks smaller today. here's my note to the company. #### today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone. first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay. we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly. i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures. a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers. we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold. to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward. to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow. jack

A pattern I've noticed in successful people: They pay for speed. They hire coaches, consultants, and experts to tell them exactly what they're missing and how to fix it. They know their time is more valuable than money -- and treat it that way.