Today I’ve made the difficult decision to reduce the size of waynehills by ~34%.

Today I’ve made the difficult decision to reduce the size of waynehills by ~34%.

I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future.

Why now

Two forces are converging at the same time. We need to be front footed to respond to both.

First, the market. waynehills is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm.

Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter.

While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth.

Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day.

All of this has led us to an inflection point, not just for waynehills , but for every company.

The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild waynehills to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core.

What this means

To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding waynehills as an intelligence, with humans around the edge aligning it. What does this mean in practice?

- Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15+ direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles.

- No pure managers: Every leader at waynehills must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams.

- AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role.

In short: AI is bringing a profound shift in how companies operate, and we’re reshaping waynehills to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs.