• What is the Value Trap?
• Why This Pattern is Inevitable
• Strategic Response for SMEs: The Netflix Model
• Strategic Response for Capital Allocators
• Bitcoin: The Time Arbitrage Solution
• Opportunity, Not Fear: The Renaissance Ahead
• Conclusion: Embrace the High Agency Era

The promise of AI is intoxicating: slash operational costs by 50-80%, achieve software-style margins on service businesses and and watch enterprise value multiply overnight.

But this initial value creation contains a hidden trap that could leave businesses worth less than when they started. Understanding the “Value Trap” is key to navigating a transition to an AI economy.

§What is the Value Trap?

Whilst the value trap is forward looking and somewhat theoretical at this point, there are strong financial incentives to drive investments (many $bns of are looking at the transformation opportunity) that mean this should be taken very seriously.

The Value Trap unfolds in distinct phases:

Phase 1: Status Quo A typical service business operates with 100 units of revenue and 90 units of cost, generating 10 units of profit, representing a standard 10% margin. A bog standard business we can all relate to, long term customers locked in, market fit a distant memory, but growth is hard at this point.

Phase 2: Cost Reduction Early AI adopters slash operational expenses from 90 to 20 units while maintaining 100 units of revenue. This is the very real promise when moving to a “Human at the Edge” model that we’ll unpack in a future article. Suddenly, they’re generating 80 units of profit at an 8x increase that can easily add multiple to the enterprise value! A venture style return on a business previously struggling for growth.

Phase 3: Growth Phase With massive profit margins comes pricing power. These businesses can undercut competitors while maintaining healthy margins, driving rapid revenue growth. Having removed the human constraint on scaling and the additional overheads and complexity this introduces we see seemingly unlimited expansion. The brakes are truly off at this point for early adopters to expand total market share.

Phase 4: Competition Emerges The extraordinary returns attract competitors. It’s important to note there is no technical moat here, other businesses implement similar AI strategies, often from your own staff who may have been let go, new entrants launch AI-native operations, and pricing power erodes.

Phase 5: Mean Reversion After 3-7 years (our best guess given current investment interest in transformation led PE), competitive pressure drives revenue down from 100 to 25 units while costs remain at 20. The business ends up with similar margins to where it started but at much lower absolute revenue, potentially destroying enterprise value.

What you’ve done is just massively reduced costs in this industry by displacing jobs and those individuals can turn around and compete. You incentivise the competition which erodes your pricing power

§Why This Pattern is Inevitable

The Value Trap isn’t pure speculation, but based on market dynamics playing out given a set of financial incentives. We believe there are several key forces that make this cycle almost guaranteed:

The Arbitrage is Too Attractive When businesses can achieve “venture returns with no product-market fit risk,” capital will flood in. Private equity and Venture Capital firms are already raising funds specifically to acquire traditional service businesses and apply AI transformation strategies .

Low Technical Barriers Unlike previous technological advantages, AI implementation doesn’t require significant technical moats. Much of the technology is open source, and the real barrier is process redesign thinking rather than proprietary technology.

The “One Player” Principle In any market, it only takes one competitor to implement AI-native processes to force everyone else to adapt. You either “play the game or you get left behind”.

Capital Abundance With global money supply expanding and traditional investment opportunities yielding lower returns, the combination of proven product-market fit and dramatic cost reduction potential represents an irresistible opportunity for investors.

§Strategic Response for SMEs: The Netflix Model

Small and medium enterprises actually have a significant advantage in navigating the Value Trap, but they need to act strategically and start moving now.

Embrace the Incubation Approach Rather than gutting your existing business, adopt Netflix’s strategy: build an AI-native version of your business alongside your current operations. This approach manages risk while positioning for the future.

The answer here is why not both. you don’t necessarily have to gut your current business, but you should be thinking about what does my business look like in five years and how do I transition into that.

Leverage Your Natural Advantages Small businesses can adapt faster than large enterprises. While a 20,000-person company faces “political shockwaves” when reducing workforce, a 10-person business can double revenue without anyone noticing. You can focus on growth rather than painful cost-cutting.

Remove Growth Constraints Early AI removes the traditional constraint where “adding the next person” represents a significant capital investment. Small businesses can scale efficiently once they’ve redesigned their processes around AI-native workflows, avoid further capital outlay and scaling without increasing complexity in operations.

Focus on Local Networks For various reasons associated with the commoditisation of intelligence, we believe the future favours “hyper-localised” businesses serving customers who “know, like, and trust” them. As intelligence becomes commoditised, human relationships become more valuable, not less.

§Strategic Response for Capital Allocators

For private equity and venture capital firms, the Value Trap presents both enormous opportunity and significant risk.

Target the Right Businesses Look for businesses with strong persistent moats that will slow mean reversion:

• Strong brand and customer relationships

• High customer acquisition costs in the industry

• Regulatory barriers to entry

• Capital-intensive startup requirements

• Long-term contracts and switching costs

Master the Timing The key is capturing value during the expansion phase and exiting before mean reversion accelerates, or finding an appropriate time arbitrage solution to retain value (see below). The optimal point if you’re a capital allocator is almost when you’ve extracted the most cost out of the business.

Consider Hybrid Strategies Rather than just gutting existing businesses, consider acquiring for distribution and customer base while building AI-native operations alongside traditional ones. This provides multiple exit strategies and reduces execution risk.

§Bitcoin: The Time Arbitrage Solution

Whenever I’ve talked to anybody about AI, my first point of advice is just buy bitcoin.

This isn’t just evangelism, so much as a recognition of where you would want to hold value as the Value Trap plays out. In essence the value trap generates an arbitrage opportunity, hige profits are pulled forwards short-term balooning the balance sheet, but the second order consequences of this change risk destroying the value you just created!

We believe alongside rapid competition leading to price for services collapsing, the mass job displacement leads to political pressure for intervention.

This could take several forms, but UBI, mortgage bailouts, unemployment extensions, seizure of existing property.

“All roads lead to money printing,” as Pete notes in Good Stuff 02 .

During Weimar Republic hyperinflation, “the cost of a newspaper in year five was the same nominal figure as all of the money that existed in year four.” While extreme, this illustrates how quickly monetary systems can shift as inflation and money supply inflation begins to run.

To resolve these issues, Bitcoin allows you to conduct arbitrage across time in an asset that is inflation resistant (fixed supply), hard to seize, has no counter party risk (if someone holds your gold, stocks, cash they can take it without asking) and transportable. Capturing value today and preserving it through monetary system changes protecting against the second and third-order effects of massive economic disruption, that AI represents.

§Opportunity, Not Fear: The Renaissance Ahead

The Value Trap isn’t a reason to avoid AI, it’s a roadmap for navigating inevitable change strategically.

The Entrepreneurial Renaissance This could be a Renaissance for entrepreneurs, if you’re entrepreneurial minded, this is an amazing time to be alive because there’s opportunity that exists in all fields and the barriers to entry have never been lower.

Liberation from Busy Work The displacement of administrative and routine cognitive work frees humans for higher-value creation.

Democratisation of Intelligence When you can “purchase intelligence in buckets of $0.02 API calls,” the barriers to starting and scaling businesses collapse. Individual entrepreneurs can build businesses that previously required large teams, with much lower complexity and risk.

Cost Reduction Benefits Everyone The ultimate outcome of the Value Trap cycle benefits consumers through dramatically lower prices for goods and services.

“Who doesn’t want cheaper stuff? Why don’t we just reduce the cost of everything massively?”

§Conclusion: Embrace the High Agency Era

The Value Trap represents a fundamental shift from employment-based to entrepreneurship-based wealth creation. Rather than fearing job displacement, we should prepare for “the age of the entrepreneur” a high agency era.

The businesses and individuals who thrive will be those who:

• Understand the cycle and position accordingly

• Focus on unique value creation rather than routine processing or middleman models

• Build local networks and relationships

• Preserve wealth through the monetary transition

• Embrace building and creating unique value

If you are high agency, you can make anything happen.

The Value Trap isn’t just about AI transforming business, it won’t do this on its own, its a description of how humans will use this technology to generate and capture value.

The future belongs to builders, creators, and entrepreneurs who can navigate transition periods and emerge stronger. The Value Trap is the map, use it wisely.

This article draws heavily on discussion between myself and business partner Andy in Episode 02 of The Good Stuff, if you prefer listening try that :)