Welcome to the 192 newly Not Boring people who have joined us since Monday! Join 269,285 smart, curious folks by subscribing here:Hi friends 👋,Happy Wednesday and welcome back! A couple of months ago, my friends Adam and Ben at Genius Ventures asked if they could introduce me to one of their favorite founders, Markie Wagner.The Markie Wagner? The Choose Good Quests Markie Wagner? The drop an all-timer then go quiet for years, cooking up something spoken of in hushed tones Markie Wagner? The grew up inside of a computer and dreamed as a young girl in Southern California, seriously, of making computers do the work that humans shouldn’t have to Markie Wagner?Of course I wanted to meet Markie Wagner.So we met a month ago at Soho Diner and I ordered a milkshake and she asked them to cut up a bowl of fruit. She asked for my lore, which was boring, and I asked for hers, which she weaved non-stop for the next hour, landing so naturally on why she’s building what she’s building that it seemed almost pre-destined.She also told me, before everyone else came to the same conclusion, that tokenmaxxing was bullshit, because behind closed doors, the Fortune 500 CEOs she works with were all saying some version of “We committed to all this token spend and I have no idea what we’re getting out of it.”She was right, I think she’s going to be right again, she’s backed by Founders Fund, Kleiner Perkins, Genius Ventures, and OpenAI to go prove it, and now she’s explaining her logic publicly in her first written piece since Good Quests.So this is where we are heading, according to Markie Wagner.Let’s get to it.New to global hiring? Start here.Hiring internationally is complex. Learn what an Employer of Record is and how startups use EORs to hire global talent compliantly.Get the GuideCo-Written with Markie Wagner The promise of AI is that it will turn businesses into software so that they can evolve over millions of tiny iterations. Beautiful, ideal, complex things can only emerge as the result of tremendous trial and error over time. You cannot build perfection, only discover it.Capitalism is organizational evolution. Millions of businesses compete in the marketplace with offerings that they think customers will want. Some thrive and grow. Others die. Each company evolves, too. People come and go. An experiment becomes a process, a process becomes a web of tacit knowledge. Products are introduced, and products are retired.This constant evolution is why we enjoy the standard of living we enjoy today, and why ours will look primitive to future generations. Accelerating it is my Good Quest, because if every business can evolve to its ideal form, it will create trillions of dollars of value and unblock all of the other Good Quests.I dropped out of the research world because it felt like the wrong hill to climb, and I went out into America to just do work, so that I could figure out how to make computers do the work, so that humans could direct the computers in evolving the work.What I suspected before and learned in my travels is that the way that the market has implemented AI thus far is the wrong way. It’s not endgame. It is too wasteful, too forgetful, and too imprecise. I’ve been in the fucking Sahara Desert out here fighting demons to learn this wisdom.Tokenmaxxing - literally maximizing the amount of tokens you or your organization spends, tracked in leaderboards and rewarded with trinkets - was a mass delusion, something like a commercial form of AI psychosis.Tokenmaxxing was a lab-grown supermeme that worked better than the labs could have hoped.Picture this. Anthropic and OpenAI release a product, Agents, in the form of Claude Code/Cowork and Codex, respectively, that are basically lab employees working inside of customers’ companies and are given company credit cards with no spending limit (tokenmaxxing suggests the more they spend the better they’re doing) to spend on behalf of their real employer, the lab. Anthropic ships a bunch of Agents into, say, KPMG, which commits to a certain spend in exchange for discounts (token commits), KPMG’s employees are encouraged to use Agents to do everything they can possibly think of (lots of dashboards), and then these Agents, which again you can think of as digital Anthropic employees with no-limit KPMG credit cards that they can use to spend on Anthropic, run up token bills to their heart’s content. Employees who direct their Agents to use the most tokens are recognized as AI Innovators.Certainly, some people recognized that it was a delusion. They would ask questions like, “But are the Agents doing anything useful? Aren’t they just building dashboards? Please can someone show me something useful they’ve built with an Agent?” but those sane few were met with the killer retort: “Skill Issue.”Some people, they were told, were building immensely valuable things with Agents, the same way that some people had a super hot girlfriend at summer camp but you’ve never met her. If you couldn’t figure out how to do the same, well, welcome to the Permanent Underclass.Everyone fell for it, for a while. The market incentivized companies to spend tokens, so boards incentivized leaders to spend tokens, so leaders incentivized managers to spend tokens, so managers incentivized employees to spend tokens. Nobody had an incentive to say that the tokens aren’t doing useful stuff.OpenAI “Tokens of Appreciation” for Customers That Spend the Most TokensI talk to these people all the time and every company has some version of the same conversation. Someone who’s running the AI team goes, “We’ve made a ton of progress this quarter. We spent $50 million on tokens.” And everyone nods and claps. “Usage is up. We’ve built 3,000 Agents. We shipped 10 million lines of code.” And you’re like… what? And then I’d ask, “Hey did you measure accuracy for the fraud Agent?” And they’d go, “Yeah… it’s about 50%.” People are at 99%!But the models improve and everyone’s tokenmaxxing and you don’t want to be the luddite, so you keep lazily throwing Agents at everything and hoping they learn.All of this happened, by the way, right as the labs switched from subscription-based to consumption-based revenue models, so companies had no time to prepare.It is no wonder token usage, and therefore lab revenue, went parabolic.It took Uber, that last era’s poster child of VC-subsidized demand, to break the spell. Its CTO said that the company had burned through its 2026 Claude Code token budget by April. In May, its COO said that the company was having a harder time justifying its AI spend, because the link between AI consumption and shipped features “is not there yet.”What followed was like that scene in Mean Girls where Tina Fey asks the students to raise their hands if they feel personally victimized by Regina George, and one hand goes up, then all of the rest of the hands go up.There was the consultant saying his client accidentally burned half a billion dollars on Claude Code. Amazon shut down its AI leaderboard. Legora CTO Jacob Lauritzen told Harry Stebbings that token leaderboards “lead to tokenmaxxing, which is people just burn tokens just to look good. That’s a really stupid way to do anything.” Ramp’s Veeral Patel called it the Token Casino: “useful software wrapped in mechanics that make spend feel like progress. It starts with the oldest trick in the book: abstract the money.” Palantir CEO Alex Karp told the TBPN boys that tokenmaxxing is like “a porn addiction.”Even Sam Altman, a prominent token vendor himself, admitted on CNBC that “You hear companies saying, ‘I am spending a ton of money on AI, and I know some great stuff is happening, but I know there’s a ton of waste, and you know, when… how long do I have to wait for it to really show up in revenue, and how long do I have to wait to really get the costs under control?’” It had become, he admitted, a “huge issue.”The issue is the companies have focused on maximizing tokens, assuming that tokens = value.Every cycle has its dumb metric. In the mid-nineteenth century, the market wanted miles of railroad track as a proxy for future monopoly and the benefits thereof, and so railroads raced to lay miles, often along the same routes as competitors. At the turn of the 21st century, the market wanted eyeballs, and so dot coms attracted eyeballs and served them up on a platter. In the 2010s, the market wanted top-line gross revenue, and so companies like WeWork delivered top line gross revenue.This cycle has tokenmaxxing.Which is not to say that tokens can’t be valuable. Cornelius Vanderbilt’s New York Central ended up becoming very valuable, as did the Pennsylvania Railroad. Google and Facebook have converted eyeballs to cashflow better than anyone has ever converted anything to cashflow. Uber ended up turning top line growth into market dominance and turning that into $10 billion in 2025 free cash flow.The question is always: can the thing generate returns?For tokens, the question is: what is your Return on Tokens (ROT)?When you invest in a new machine, you expect it to generate a return. When you hire an employee, you expect them to generate a return. Business is the process of making investments big and small and expecting them to create more value than they cost.Tokens need to be held to the same standard.Return on Tokens = (Value of Output - Cost of Tokens) / Cost of Tokens x 100There are two ways, then, to increase your ROT. You can create more valuable things with them, or you can spend less on them. Ideally, you spend less to create more value.The first thing that companies are focused on, because it is easier to measure than output value, is spending less.Now that the spell has been broken, cooler heads are proudly discussing “routing” as a means to lowering the cost. Use Anthropic and OpenAI’s best models for the really big brain stuff, but do most of the work with cheap Chinese open source models. Coinbase CEO Brian Armstrong’s recent tweet is a good example of this logic:Brian Armstrong@brian_armstrongGood take