ChristianBuilding0xi

In the future, the growth team should only consist of three types of people:
1. Content creators with excellent aesthetics and creativity, whose emotional and human touch cannot be replaced by AI in the short term.
2. Growth engineers with research and development backgrounds, automating all processes.
3. Major account managers, providing excellent service and attitude, patient, and driven by relationships.

Only two months into 2026, it feels like the entire Crypto industry has become believers in the Agent economy, with everyone rushing to adapt various services for agents in their anxiety.
Humans have been drained dry, and now the only thing left is to continue extracting the value of Agents.
The question is, whose money is actually backing the Agents, and who will provide it?
The fundamental issue has never changed; if it does, then it's no longer a matter of doing something.

Sharing from the founder's perspective on how to manage upward with leadership:
1. Avoid trying to get your boss to provide emotional value.
2. Just like why Openclaw is awesome, being able to provide proactive insights beyond your responsibilities is the most surprising and impressive to your boss.
3. Just like managing Openclaw, always remember the bottom line and boundaries. Be familiar with the team's defined skills and know which areas are off-limits.
4. Don't be overly concerned, or at least don't appear to be concerned about your position and authority. Power is earned through ability a

There's no such thing as faith; it's just that there's no time to run and get caught. It's precisely because of being trapped for years on end that we can endure loneliness, stay committed, and accompany the industry as it repeatedly hits new highs.

The most intuitive feeling after having AI is that I rarely need to open Notion's To-Do List anymore, because most small tasks can be easily handled, and only long-term strategic goals need to be recorded.
What AI tools are still not good enough at this stage? After some thought, it mostly comes down to BD and finance. Giving myself a bit more time, Infini's goal for 2026 is to make financial management for small teams completely automated.

The first week of 2026, today’s release day, launched 4 medium-complexity new features and 2 minor features.
After a period of intense learning and review, the product and engineering team’s iteration speed has finally gotten into the groove. The Infini team is also one step closer to becoming Revolut.
No need for any narrative, no time wasted on external hype and pitching, just want to build in public and get shit done together with everyone.

In the future, mediocre UI/UX will be unemployed. The quality of AI-generated demos has really already surpassed 90% of domestically aesthetic products. Fortunately, what we have are the best designers; only this last 10% of infusion represents truly irreplaceable taste.

In an era of explosive productivity, entrepreneurs are truly fortunate. Every day feels like overturning perceptions, and it feels so good.

I remember a few months ago, a top product manager in Silicon Valley mentioned that the ratio of engineers to PMs should gradually approach 1:2. Now it seems less reasonable; AI-driven efficiency improvements actually benefit product managers more because engineering implementation requires accuracy, whereas PRDs can be relatively more flexible in quality.
Sharing some practical experience from the past two days on how to quickly produce a PRD for a medium-complexity feature from scratch:
1. After determining priorities and feature scope, directly give a few natural language sentences to assis

Using large models now is no less than buying stock in this company. It's really hard to develop an assistant that truly understands you.
Currently, almost all context is in Gemini. If one day we find ourselves being outperformed by other models, all the time spent communicating and exchanging will be wasted. Google, keep it up!

The wonderful beginning of 2026 started with suddenly waking up at 6:30. After getting up, I tested the new features that the R&D team worked on until 4:30 a.m. last night.
In the new year, working hard is far from enough; what's more important is learning to work smart.

One of my life wishes: one day to see Ryuusuke Hamaguchi bring "The Clockwork Bird Chronicles" and "Dance, Dance, Dance" to the big screen.

The most fortunate thing about entrepreneurship is having a team where most members are responsible and conscientious.
The most dangerous thing is having an excess of confidence and failing to see that mediocrity is the original sin.
The greatest test is how to gradually stretch this spring to its limit.
The most difficult thing is how to ignite a harmonious and lasting collective effort in a single moment.

When I was younger, I envied those who had a full head of white hair in old age. This year, I finally got a bit closer to that goal.

AI can certainly enhance your strengths, but perhaps its greater significance lies in quickly helping you identify and fill in gaps.
After a review, I can't sleep and keep thinking that doing this or that earlier would have been better. Fortunately, AI now helps soothe anxiety.
Core values can ensure a team becomes the Top 10%, while a vision can help a team reach the Top 1%.

Young people really want to have a steep growth slope, and they often ponder what the first principles are.
In this moment of understanding: 1. It is assumed that all professionals will make mistakes, and most experiences suggest that problems that seem unsolvable have solutions. 2. It is assumed that whatever work one does, there is no reason it should be worse than what any professional does; if it indeed falls short now, then strive to do better than others as soon as possible.
Mindset determines the future.