You’ll spend 30,000 hours in meetings.
Roughly $2.4M a year.
About $1.2M of that is wasted.
On a mission to reinvent how humans, teams, and computers work together.
Knowledge work is broken
The average manager clocks 13 hours a week of meetings, not including prep or follow-up. Executives hit 23. For many of us, that is 15 years of our careers spent not doing the work, but talking about it.
The problem is not meetings per se. We need synchronous collaboration. It is what happens after the meeting, or rather what fails to happen. We make the decision. Discuss the campaign. Give feedback on the idea. Review the dashboard. And then hurry off to the next meeting with no time to actually do the work we just discussed. We are left with fragmented scraps of time to follow up mounting piles of work, spending evenings and weekends trying to stay on top of all our commitments, yet always falling behind.
And the great ideas, thoroughly debated decisions, interesting insights — they get lost. In individual notes and unreliable memories. All the valuable context just gone.
This is meeting debt. Decisions that were not properly captured and communicated continue to get debated. Action items that were not implemented get flagged and discussed in future meetings. Alignment that was not documented and acted upon erodes, forcing us to set up new meetings to discuss things we have already discussed. The follow-ups we never get around to compound, so we are left with even less time to do real work.
Some view this as coordination tax, the inevitable cost of teamwork. We believe this is the biggest productivity thief hiding in plain sight.
Historically the gap between meetings and execution made sense. Humans are bad at multi-tasking. As anyone who has been a designated notetaker knows well, you cannot produce things and be present in the meeting. Speccing a project brief and asking thoughtful, clarifying questions are mutually exclusive activities. Halting a productive discussion for a few minutes so you can post the summary on Slack tends to kill the conversation. The work had to wait due to limited cognitive bandwidth. But this is no longer the case.
AI understands what we are saying. It can use software. And it can multitask. This means AI can capture everything said in a meeting, identify whether something requires action, and given the right tools and context, can start executing on it instantly.
For lawyers this means discussing contract updates and reviewing those changes in real time. For managers the project briefs, timelines, and slide decks self-correct by the end of the meeting. For tech teams the product feedback gets documented, annotated, and turned into issues or drafted PRs and proposed code changes.
It is not that AI can do work in meetings. It excels at it. Give AI a sparse prompt and it is unlikely to produce useful output. Let AI listen to the full meeting, including nuanced discussions about the problem and constraints, and it will yield far better results. AI, much like humans, needs context to work autonomously. Without it they must be micromanaged to reliably produce good work.
We are now entering an era where talking about the work equals doing it. Ironically, this means the most productive part of your day is about to become meetings.
