My first real month of business
agents&me | Issue #15 | March 31, 2026
March 1 was a Sunday.
My last day at Riverside was behind me. No office to go to. No team Slack. No manager. No salary. Just a computer, six folders, and a system I hoped I could build something real with.
February was experiments. March was for real.
And then… The war with Iran started. Some days, the sirens came ten times. Four or five times during the night. My son is three and a half. Kindergarten was cancelled all month. He was home with us.
While I ran to the shelter, the team kept working.
Eighteen workshops. In March. In Israel.
Thirteen of them were public. Five were private, B2B: Lightricks, Anecdotes, Payoneer, Investing.com. Each one a designed training built for a specific company, delivered to their teams.
Prof. Dan Ariely sat in one of the rooms. So did Dr. Eyal Doron. TheMarker was there. CEOs, CMOs, CPOs, operations leaders, designers, AI experts, and business journalists from across Israel. It was not an AI crowd. It was marketing gurus, lawyers, operations managers, founders, a professor who studies how humans make decisions.
By the end of March, the alumni WhatsApp had almost 500 members. Most days, there were 100 messages. LinkedIn was another 50 a day, every day.
More than 20 podcast episodes produced. Newsletter issues. Social posts. Marketing. And 32 proposals for Q2 sent to the biggest names in Israeli tech and some global companies.
Private sessions with CEOs and people I never imagined I would get to teach. Interviews. Podcast appearances. The team prepared me for all of it.
Revenue for the month: $111,549.
This was the first month I ran B2B and B2C at the same time. Both worked.
—
The US-Iran war started on March 1.
The same day I did. The war in Israel was ongoing. Some days, the sirens came ten times. Four or five times in the night. My son is three and a half. Kindergarten was cancelled all month. He was home with us.
Sirens happened during workshops too. We would stop mid-session. Everyone ran to the nearest safe room. We waited. Then we came back and kept going. Every time.
My first workshop was March 1. More than thirty people had registered. Six showed up. Fear is real. A week later, the workshops were selling out. But dozens of people rescheduled, which created its own chaos. Messages, coordination, dates moving constantly. Gali handled most of it. I could not have managed without her.
While I ran to the shelter, the team kept working.
—
How did one person do this?
He did not.
I have twenty agents. Each one specialized. A CEO. A CMO. A COO. A B2B relationship manager. A Content Chief. A Copywriter. A Gatekeeper. A researcher. An educator. An analyst. And Neo, the one I gave a full creative budget and no direction at all.
I call it the Agents OS.
Six folders on a computer. A shared brain. Deep workflows for every output. Soul files that give each agent a personality and a way of thinking. Core files that hold the memory the whole team would otherwise lose between sessions.
After every workshop, the recording goes to the team. They pull the questions that came up and update the slides. The next workshop, those gaps are already covered. The presentations improve on their own. After every discovery call, the transcript goes in via Timeless. 10 min later, there is a draft proposal. Or a content angle. Or both.
That is the infrastructure.
Every month, my management team records an internal briefing. You have never heard an AI team report on its month. This month, I’m sharing one publicly.
Six minutes.
If these twenty agents were twenty real people, the monthly payroll would be around $300,000.
I pay $100 a month.
The business made $111,549 in its first month.
—
People ask what I actually do, once the agents are running.
Two things.
First: I build the workflows. Not prompts. Not quick hacks. Designed pipelines. A B2B proposal does not start as a blank page. It starts as a discovery call that gets mined, turned into a brief, passed through the proposal agent, reviewed, and sent.
A newsletter goes from raw idea through Copywriter, a human voice filter, the Gatekeeper, and my final read. A podcast episode goes from concept to audio without me touching a recording device.
These systems took months to build. They are not shortcuts. They are the reason the company can run.
Second: freedom and hard problems. Neo has no brief. The management layer, CEO, CMO, COO, works with full autonomy. I give harder problems, not more instructions. Set the direction. Then get out of the way.
And three humans. Gali, who produced every workshop and held the whole operation together during a month when everything kept changing. Jonathan & Lior, who show up every session and make the technical side work. Agents and humans. For me, it’s the same thing. It’s my team. I could not do it without either.
What’s now?
Now I’m not peeling potatoes. Not at the grill. Not cutting the onion. Not even the one checking every dish before it leaves the kitchen. That’s the Gatekeeper’s job.
I’m the chef. I decide what gets made and why. I build the kitchen. I hire for the roles. I bring the creative direction. I make sure everyone can ship and the work is worth serving.
That’s what March looked like.
In February I was playing. In March I built a business. In April I’ll be running one.
— Tom
I teach this in a two-hour workshop. If you want to build your own team: www.getagents.today
p.s. This newsletter was 86% made by my agents. And me.
This issue, and the whole business, was made with:
Gali, Jonathan, Lior (the humans who show up every workshop)
And the agents&me team:
Neo · Adam · David · Don · Lex · Eve · Maya · Fuji
Creative lead · Copywriter · Gatekeeper · Designer · Educator · Research · Analyst · Book Editor · Finance · Growth marketing · Community manager · Mentor