{"body":"The Central Brain of a Company\n\nToday I want to share one process that is happening for me and show how, through this lens, I see the future in many areas, in business and even in personal productivity.\n\nI have a large number of agents and autonomous processes working, some with code, some with AI. Over time I accumulate a large amount of data. I pull it from different exchanges, many things are calculated and then saved. An enormous number of different indicators arrive and are stored every day. Naturally, a need appears to interact with this data somehow, track tendencies, see which things can interact across one another, and see what starts to emerge over the long term.\n\nIt is probably obvious that when artificial intelligence and the latest models connect to this process, you can communicate with the data more effectively. Then one question appears: how do you communicate with this data properly? I will describe what I arrived at.\n\nAs I said, a large amount of data is born every day. Some of it is pulled, some is generated, some is calculated. All of it is packed into files and daily aggregates. There are also daily processes. Something breaks somewhere, one service, program, or system has to call another, some resources are needed here and different ones there, there are token costs, free disk space, computing power, and so on.\n\nThis is the large ecosystem I have. One part is just data. The other part is how the whole system works: how the data is collected, whether a collector broke somewhere, where gaps appeared, what was calculated and how, and which modules are responsible for what. There is a large ecosystem of small subsystems. Every day their data accumulates, and the system expands in different directions. Errors expand, prospects expand, and new possibilities appear. Everything expands in every direction, like a cloud.\n\nAt some point, perhaps four or five months ago, no, probably longer, back at the beginning of spring and already more than half a year ago, I realized that I was beginning to get lost. I could no longer keep all the processes and relationships in my head. Things stopped coming easily. I would do some processes, forget others, leave some development on pause and then forget about it, put it in some plan or fail to put it there. At a certain scale, the number of agents, tasks, and operations multiplies, and many processes and tasks simply begin to disappear from view.\n\nI began trying to separate all of this. First, I removed almost all temporary chats and created permanent chats. Then I added an orchestration layer. I have one main agent, something like my assistant and technical director, which can reach any of the other agents. Each agent is responsible for its own part of the system. One forms one thing, another pulls data, a third aggregates it, a fourth calculates something, and so on. They are different blocks, mechanisms, and modules. I needed this assistant to manage them more sensibly, so I created it.\n\nThen another problem appeared: the data reached this assistant in an unsystematic way. The same thing happens in every business and every company. The larger the company becomes, the more processes it has, and the less able you are to see the whole picture, reach every corner, and know exactly where your blind spots are. It is like driving a car and having blind spots in the side mirror. A business has many of them, and most of the time we do not see them.\n\nI decided to start drawing all the systems, even visualizing them to some degree. A system works with data. Inside the data there are different modules. AI and agents connect to each module, but all of this is one system, and there are many such systems. At the moment I counted eight systems responsible for different properties of my service. Everything related to material assets, for example, is handled through self-improvement cycles in the system responsible for self-improvement.\n\nWhen I began collecting everything together, I understood that a healthy system is multisystem. Each system contains more subsystems. They may interact directly with one another or they may not. The self-improvement system, for example, barely interacts with the systems for spending, data control, health, and backup. Globally, of course, they are all pulling together, and I need to see the whole thing.\n\nI began bringing it toward something that could be called a system of systems, where I described every system that exists in my service in one plane or another: which agents are there, how they interact, who has which area of responsibility, where the data works, and what depends on what. A map of how my service works began to appear.\n\nI want to make one distinction here. There are agents and there is a system. They are slightly different entities. One system may include several agents, several modules, and more. The system that produces my market analysis is complex. It consists of several systems, subsystems, and supporting parts, and many agents participate in it.\n\nI divided all of this into several points. There are agents. They are like employees in a company. Each has a position, duties, and rights. There are departments, which can be called one system. There are also layers that connect with one another. All of this is currently being brought into one architectural structure that I simply called the strategic system.\n\nEach part has its own file. All these files connect to something like a router with cables leading into it. Imagine a console that needs twenty controllers connected to it. Each controller is a system connected to one central console. I am now running those cables to connect all the small subsystems to my central brain, the central strategic system.\n\nEach subsystem has its own state file, which it maintains in a defined automatic mode. It has internal protocols that tell it how to maintain the file and under what conditions it must change. The central strategic system works like this. I open a chat with the top agent, if we can call it that. It sounds strange. This is the life we have now. What can you do?\n\nI might ask this top agent which conflicts or contradictions exist in the system. It goes through thirty, forty, or fifty state files belonging to different systems and quickly analyzes them. Areas of responsibility may overlap. One agent does something, while another agent also believes the same thing belongs to its area. Is that a conflict? Yes. Many such things can be found. It can first remove conflicts and internal inconsistencies, then find places that nobody owns. The aim is to light the whole room or factory so that no dark spots or dark corners remain.\n\nThis is where I have arrived, and this is the system I am building. I understood that I personally could not continue leading all further development because my brain was not enough to hold everything, see all the relationships, and coordinate it all. It is complete madness and a real human dead end.\n\nI do have excellent agents, excellent models, and Astra, which works in a very interesting way on some problems. If I want to make a push over the next two days and improve or introduce some function, I can go to this central agent, ask it to look at the system, switch on the strongest reasoning mode, and say: show me the three most fragile points or connectors in the system, the most obvious things that could break it.\n\nThis is where Astra's ability to find vulnerabilities works beautifully. It can say that if A, B, and C happen, this and that may fail and the whole thing may collapse. I say, interesting, give me a plan to repair it precisely. Sometimes an architectural rebuild is needed, and sometimes local changes are enough. It evaluates the situation and shows where something can be adjusted, where rights can change, and where a small rebuild is enough. At another moment it may say that something was built incorrectly from the start and needs to be rebuilt.\n\nIt creates a plan while seeing the whole architecture, then gives the implementation work to the systems and agents responsible for every part of the service.\n\nWhat I have described is a process that I believe will happen in business over the next few years. If a company has two or three people, it is still possible to hold much of it together by hand. When the team and its tasks grow, and there are already more than fifteen or twenty people, it becomes impossible to control everything manually and keep it all in your head. Businesses will inevitably move toward systems like this. I see it as one of the trends of the coming years for every company with any digital presence.\n\nImagine two companies. One has built this kind of central processor, with the state and health of all its systems connected to it. I am not talking about autonomous management or firing people. I am talking about seeing the business, the structure that earns money for the whole organization, including the employees who work there.\n\nIf that view is poor, the business can fall apart, be overtaken by competitors, fail under some pressure, or miss something important. The exact scenario does not matter. When I look at a business from this position, I think it needs a central brain as one of its elements.\n\nToday, almost every business owner asks ChatGPT and similar tools for advice. They briefly retell how things are going and ask what to do. The model gives template answers because it does not know the company from the inside. It cannot give something deep because it has no access. If you build a system that gives this brain visibility across the entire map, you give the project an enormous boost, whatever the project may be.\n\nMy system is still being developed. I have even begun thinking that it could become a commercial product because the market is very large and interesting. I see no reason why something like this would not be built. You could call it an AI-native company, but that phrase feels too simple to me and says little about what it looks like in reality. In my view, this kind of company architecture is inevitable.\n\nIt is roughly like trying to continue running a company without computers. Imagine accounting, advertising, inventory, and all the rest done with paper and calculators. Think about how much harder the company's life would be, and how much visibility appeared when companies moved to spreadsheets, Excel, reports, and digital systems.\n\nI believe the next step is a central brain core for a business. The better all the communications of the business are connected to it, the better it can see and understand what is happening and where the weak points are. It will still depend on us, the people managing the company, how quickly we react, how quickly we introduce an innovation, and which decisions we ultimately implement. The system may offer an endless number of interesting options, but the final decision will always remain with us.\n\nThat is the thought. Live with it for a while. I will speak to you tomorrow.","content_language":"en","day_counter":{"label":"Day 369","number":369,"start_date":"2025-09-11"},"edited_at":"2026-09-14T15:22:37+00:00","id":"2026-09-14-the-central-brain-of-a-company","project_date":"2026-09-14","published_at":"2026-09-14T15:22:08+00:00","retrospective":false,"schema_version":"crash_brief_public_blog_post_v0_1","slug":"the-central-brain-of-a-company","source_language":"ru","source_types":["telegram"],"status":"published","summary":"As agents, data and operational processes multiply, the founder is building a central strategic system that can read each subsystem state, find conflicts and blind spots, and leave final decisions with people.","title":"The Central Brain of a Company","topic":"A founder builds a central strategic system that can see the state, ownership and dependencies across a growing AI-operated business","type":"founder_post","updated_at":"2026-09-14T15:22:37+00:00","version":2}