For deeper playbooks and analysis: https://natesnewsletter.substack.com/
Nate explains why familiar seat and token pricing models leave companies responsible for turning intelligence into business value. Cedar's Kora example illustrates the difference between buying usage and paying for outcomes. A hypothetical equipment-service business shows how deployment knowledge and commercial partnerships shape the result.
The practical question for leaders and employees is where to allocate intelligence: finish existing work faster, fix a recurring customer problem, or free people to pursue a revenue project that was previously out of reach.
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