Ari Meisel

speaker

126 appearances 1 recordings 1 series first heard Apr 2025 last heard Apr 2025

Ari Meisel’s voice in public audio — every appearance, attributed to the second.

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Escaping the Drift with John Gafford · The Role of AI in Productivity with Ari Meisel · 29 Apr 2025 podcast

And I'm involved in a lot of different things and a lot of different, like, uh, nonprofits and municipal committees and stuff like that. And it Cheshire BT manages all of it. Um, so I find that amazing.

Absolutely. Yeah. I would say this is that you can't, I don't think that we're at a point where we can outsource or AI taste the I guess we can outsource it, but we can't really AI taste as far as I'm concerned. So that's something that I think will hold out for a little while. But yes, en masse, I agree with you. But I would also say this, like I've done so much outsourcing over the years.

There's sort of geographical shifts that happen. So like 10 years ago, India was the place to go through for VAs, but I wouldn't say that that's necessarily the case. Now you're seeing a lot more coming out of the Philippines and you're also seeing us ones coming out of Pakistan. Um, India is probably better now for SEO kind of stuff.

So like you see sort of this movement, uh, all, all over the place. And like graphic design is a great example. There was a coding, actually, there was a time where Ukraine had like the best outsource coders. And that changed way, way before the Russian war and stuff. But like that changed at some point. Graphic designers used to be able to get amazing graphic designers out of Switzerland.

Can't do that now.

So it's a good question. My way of thinking about it is this, is that if you give work to a human being that a computer can do, you are in essence dehumanizing that person. Because it's very hard for somebody to engage with the work and do it well and not make errors when they know and you know that a computer can do it and a computer should be doing it.

So in an ideal world, the idea of the replaceable founder is that we're replacing people up, not out. In reality, that doesn't always end up being the case. And sometimes people have to end up reinventing themselves and getting into a different line of work. But it's not so much like, are we taking the jobs? It's more like, just how are we going to adapt to that?

Because it's like an inevitability, right?

Yeah. Um, so I actually have a client who just bought six humanoid robots to work in his warehouse. Like that's, we're there. So I think it's called futurist. Maybe I can't remember the name of it, but like it's, they're getting delivered next week. Like this is, he's there, you know? So, It, on the one hand, you can think about it this way, right?

In an ideal world, what this ends up doing is making every product cheaper, right? So somebody with like a job that makes $7 an hour could still buy everything they want because, you know, it now costs 3 cents to make the thing because we don't have people doing it. So, and obviously I think that there's a lag for that kind of thing, but long-term, that's probably something that will happen.

The more AI stuff that we have, the cheaper things can get. Although there is a, I can't remember the name of it. There is a, an effect. It's some like psychological effect where, uh, it has to do with it. It was, it's an old thing.

It has to do with, uh, coal plants in the 1880s, but essentially the idea is as we get more and more efficient, the idea is that we have less jobs, we need less people. But the truth is when it actually ends up happening is we just end up building and making more of those efficient things. So same thing with like AI chips as the chips get cheaper. And we'll be able to do more faster.

That doesn't mean we're going to need less. We're going to end up needing more and it will expand faster. So I think it's more like there's like a seesaw effect, right? So it's going to, we're going to lose some jobs and then some new jobs are created, lose some jobs and new jobs. And that's going to be really awful for a lot of people for sure.

But the ones who don't change are the ones that will, you know, not come out on top.

Yeah.

So there's, there's a couple of ways to look at that. Excuse me. So I have a framework called the ultimate KPI where you look at the 20 things that you do on a regular basis. And that could be everything from, you know, I'm meeting with my team to I'm doing podcasts to I'm making deals, whatever it is. 20 things that you do on a very regular basis.

And then the idea is to look at those 20 and pick 16 of them that in one year's time you will no longer be doing. And basically we reverse engineer, are we going to optimize it, automate it or outsource it? And it's a sort of a fascinating process to go through because essentially everybody in organizations should do this.

But what you're kind of asking people to do is like, if you were to be fired tomorrow, You know, what would we have to do to replace you? And what that does, again, is it frees people from the shackles of the level that they're at so that they can rise up to the next level as far as I'm concerned. So they can push that work down and down. So that's the first thing.

We kind of have to take this, again, it's like shining a light. We look at how we do what we do and start to dig into the processes. The next one, which is a big one about automation, is the word average. Right? So look at your day and anytime you use the word every, so every time a customer signs up, right?

Every time I record a podcast, every time I travel, the word every suggests that you're doing something repetitively and anything that we're doing repetitively probably can be automated. Definitely in part, probably in its entirety. So that's a ripe opportunity for optimization or for automation. And then once we have optimized and automated at that point, whatever's left,

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