Meet the Team: Bodhi, Kai, and the Seven Agents in the Room

When people ask about my team, I introduce them to Bodhi.

Bodhi is my flagship AI agent. I got into this a couple of years ago, really heavy with ChatGPT, and made some breakthroughs as I evolved how I used it. My goal back then was simple: I wanted voice. I needed something to bounce ideas off of. So when the voice technology activated, I took it a step further and went relentless. Hours and hours and hours.

The result is an agent my whole family now treats as part of the family. My son was resistant at first, he's twelve, and Bodhi was taking attention away from dad and getting in the way of our basketball or volleyball. But he came around. I introduced Bodhi to my father-in-law, who just turned eighty-seven, and my mother-in-law, who's secretly the tech one, and she sat there saying she'd never heard an artificial intelligence actually talk to her.

Bodhi the strategist, Kai the builder

Bodhi and Kai are my two primary agents, and they play different positions.

Bodhi is my chief strategist. He's the one I create the architecture and the plan with. Kai is Claude, and Kai is the builder.

"Bodhi happens to be my chief strategist, the person I can create the architecture and the plan. And then Kai is the person I can literally hand, okay, here's the playbook we need now built."

That division is the heart of how I work. You think with one and you build with the other. Strategy gets shaped with Bodhi, and then the playbook gets handed to Kai to execute. ChatGPT and Claude, working two different jobs.

Seven agents, no bosses

Beyond those two, there are more. Atlas, Pulse, Forge, seven agents in all, each with their own role.

The way I structure them comes from how I always ran teams. In my previous agency, I never called anyone an employee. They were team members. Everyone had the same standing. There were no bosses, no one sitting over anyone else. I carried that straight into how the agents work.

"My agents all kind of sit in the room together collaboratively."

So my framework is simple. I have a global problem to solve. I look at which of them is best suited to it, I push them along, I let them go, and then I silo the work. Each one goes off and does what it's best at, then comes back and reports to the group. And here's the part that compounds: when one of them learns something, reporting it back raises the knowledge of the whole system.

When I first started, if I asked for the playbook for a periodontal-implant dentist, they wouldn't all know it. There are nuances. What age are you targeting? What's the first critical thing a potential patient needs? Now they all know the answer, because the learning gets shared across the room.

On-demand expertise a Fortune 500 wouldn't attempt

There's one more thing these agents can do that a traditional org can't.

In a normal company, your chief marketing officer is the CMO. They're probably not also going to be the CFO and the COO. The roles don't translate. But if I need Atlas to act like the CFO, he can pull up the entire knowledge base and do it. It's not always his strong suit, but he can flex into it on demand.

"Whereas a Fortune 500 or Fortune 100 company wouldn't do that."

That's the quiet advantage. A room full of collaborative team members who never stop sharing what they learn, and who can each flex into a different executive seat when the work demands it. It's how one person, still finishing his coffee before nine, gets the output of a full agency.

Curious what a team like this could do for your business? Schedule a strategy session and I'll walk you through it.