Here is the translation to English of a LinkedIn article by Eran Gefan, who interviewed @daschreiber and had these reflections: “I can't stop thinking about the conversation with Daniel Schreiber, CEO of Lemonade. One sentence he said just stuck in my head: "Intelligence is going to be infinite. And for free." And this wasn't said by a casual enthusiast. Daniel knows what he's talking about, Lemonade is a company that built itself around AI a decade ago, long before it was a trend. It's worth $2.5 billion today. You may know Daniel from the lecture "The Aliens Have Landed," so in the podcast we did, we dealt with a follow-up question: "Okay, we agreed AGI is coming. So what now?" 1. Intelligence will become a commodity Daniel describes the moment when the world will move from scarcity "to abundance among us," available to everyone, at any time, almost for free. A commodity! What does this mean for the structure of the labor market? Economic models, social classes, schools, the tax system, patents, the capital market. In short - a restart. 2. With a million dollars you can buy 90,000 years of development Daniel calculated this: If today a million dollars will buy you 5 developers per year, in a few years it will buy you the development power of all the programmers at Google. He's not just throwing numbers around, this is his business. 3. Lemonade doubled itself with fewer employees I asked Daniel to bring me proof of the magnitude of the change, he shared with me that during the period when they almost doubled their activity, they actually reduced the number of employees by 10%. "We managed to serve a million more customers without adding a single person." 4. Dismantle and reassemble The way to real change is to set up a new version of the organization. Across the street. With a new team, even a new legal advisor, without the baggage. I know I dig into this quite a bit, because I believe it's a question of strategy, not tools. 5. Put the most powerful person on it To signal to the organization that this is a strategic issue, the organization needs to put the most powerful person on it, like Jack Walsh sent the most senior person to set up operations in China, with two assistants and a suitcase, that's the signal to the entire organization. 6. Entrepreneurship or die Inside or outside the organization. Startup, social, community, personal. It doesn't matter. Only entrepreneurship will keep you going, certainly as long as the models don't have an internal motivation that says "I would like...". It's not just a way to survive - it puts you at the forefront. 7. The conspiracy of silence A senior attorney said To Daniel, at a conference of thousands of lawyers in New York, the owner of a large firm gave an opening speech with the usual clichés, "AI is just another tool... like an electric drill... you just have to work with it like a co-pilot...". But when he was asked quietly at the end of the speech how many of his 2,700 employees would stay? He replied: A maximum of 600. "So why didn't you say that out loud on stage?" he asked. And he replied: "Because what would I tell them?" There is a bond of silence between those who already know. 8. Start digging If intelligence becomes a commodity, what will be left for you? It's time to deepen your moat: your human advantage, your uniqueness, brand, trust, data, regulation, connections. 9. At the CEO's table Daniel doesn't move without o3, when he needs to deeply understand a competitor, a new market, or understand what customers are saying about them. When he has to make a sensitive decision, to fire, to promote, to confront, to challenge - it's him and the machine. And even personally, when a relative of Daniel's passed away, the understanding that guided him in handling a complex estate that included overseas accounts and legal documents. Instead of paying thousands of dollars to lawyers, he closed it himself. …. 1/2