As part of our business, we regularly meet people who want to invest or buy real estate. However,...
The more I use AI tools in practice, the more I realize one thing: it’s no longer just about technology or a “helper.” It’s an army. A digital army of specialists that can, within minutes, analyze markets, summarize dozens of documents, prepare sales arguments, draft campaigns, or review contracts. It works fast, at scale, and without fatigue. And the crucial point—this army is now available to practically everyone.
This fundamentally changes the business game. What used to matter—team size, budget, access to know-how, or a strong backing—technology now significantly levels across the market. AI can replace, accelerate, or radically transform these advantages for anyone. And in this moment, it stops being about who has the largest army. What matters is who leads it.
I often think of the quote attributed to Alexander the Great: “I fear not the army of lions led by a sheep, I fear the army of sheep led by a lion.” Whatever its historical origin, the idea is timeless. True power lies not in the number of soldiers, but in the spirit, strategy, and courage of the one at the helm. Today, in the age of AI, this statement takes on a whole new meaning.
Today, an army is no longer about the number of people. It’s about capacity. Performance. Speed of decision-making and execution. AI gives companies the ability to have “digital soldiers”—analysts, marketers, salespeople, controllers, or assistants—without the costs rising proportionally. But technology has one characteristic that cannot be underestimated: it multiplies everything—good and bad.
If a company’s processes are chaotic, AI just accelerates that chaos. If there are no clear priorities, technology will create more outputs, not more results. If there’s no quality standard, it produces a lot of mediocrity. And if the leader lacks courage to decide, AI presents a thousand options and paralyzes them.
I want to be honest here. I’ve always felt strong in creating visions, setting strategies, and finding new paths. Seeing things that don’t yet exist and figuring out how to bring them to life is naturally my world. On the other hand, day-to-day operations, repeating processes, and dotting the i’s have never energized me. They were necessary, but they took away the space where I can be strongest.
This is where technology became a turning point for me. I now see AI as the ideal partner. It helps me think, ask better questions, and validate directions. But more importantly, it can significantly relieve me and my team from much of the execution, making it faster, more efficient, and more accurate. Analyses, documents, routine processes, and first versions of solutions now happen in a fraction of the time. Execution accelerates, freeing me to focus on what I see as the key role of a leader: leading, deciding, and setting the direction.
Of course, everyone can access this army today. And here we return to the essence of Alexander’s quote. With increasing AI availability, it’s natural that many projects will emerge built on simplification and rapid replication—not because of passion, dedication, or a deeper purpose, but simply because technology allows it. When something exists only because “it can be done,” not because someone truly believes in it and is willing to stand behind it long-term, it lacks an internal engine. It lacks conviction, energy, and a reason worth overcoming obstacles for. An army may exist, but without passion and purpose, it is empty. It produces volume, not value.
This is where I see my role as a CEO very clearly. Technology alone doesn’t solve anything. It is only an amplifier of what the company truly is. If the company is chaotic, AI multiplies it. If it has clear vision and conviction, technology allows these qualities to translate into decisions, speed, and tangible results at a scale that would otherwise be impossible.
As a CEO, I now realize that the companies of the future will not be large by headcount but strong in leadership quality. Teams will naturally be smaller than in the past, yet each member will carry far greater weight. These will be people who can think independently, decide under uncertainty, and work with technology as a multiplier, not a crutch. People who understand not just how to do something, but why it matters.
With AI, real competition doesn’t decrease. On the contrary—it increases and can make quantum leaps. Barriers to entry fall, the pace accelerates, and new models emerge faster than ever. In such an environment, companies that rely on past success or size won’t survive. Those that survive will have clear purpose, internal discipline, and the courage to lead.
Technology gives power to everyone today. The difference will always be made by the one at the helm—not the one with the most tools, but the one who knows why they exist and can translate that purpose into decisions, systems, and results.
When everyone has an army, it’s not the number or noise that matters. Leadership does.
And this is exactly what we focus on today.
