Long-form thinking from across the group. Field notes from operators, the occasional polemic, and the occasional confession. Published when something is worth saying.
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The conventional wisdom says focus. Pick one industry, dominate it, exit. We've built Straun on the opposite hypothesis: that infrastructure, intelligence, and interface are the same problem expressed three different ways, and that holding all three in one hand is now the durable advantage.
A short note on the difference between consultancy and ownership, and why one of them scales and one of them does not. The argument turns on a single question: who carries the risk when the work fails.
Treating AI as a vertical is the category error of the decade. We argue for the substrate view, and what it implies for hiring, capital, and architecture. If you are still talking about "AI companies" in 2027, you have already lost.
Why we are headquartered in Scotland, what it costs us, and what it gives us back. A frank account of what "rooted in place" looks like in operational terms.
Traditional managed service provision was designed for a world where IT was a cost centre and outages were rare. Both of those assumptions are no longer true.
Most "thought leadership" is neither thought nor leadership. It is content marketing wearing a borrowed tie. We have a different rule: write only when there is something specific you have done, and something specific you would do differently.