I went for a six-mile run this afternoon, and somewhere around mile three, it hit me.
I’m a 1990s NBA power forward.
Stay with me here.
The Dirty Work Guys
Charles Barkley. Charles Oakley. Dennis Rodman. Larry Johnson. Alonzo Mourning.
These guys were incredible players. Hall of Famers, some of them. But they were never celebrated the way point guards, shooters, or centers were. They weren’t getting the highlight reels or the sneaker deals (except Rodman, because, well, Rodman).
They were the ones doing the dirty work.
Chasing loose balls. Taking hits for the team. Boxing out. Rebounding. Taking charges. Getting in the middle of scuffles. Hitting the floor when it mattered.
The unglamorous, essential work that makes great teams actually win.
And throughout my entire career, that’s been me.
Bridge Builder, Gap Filler, Problem Solver
I’ve always been the bridge. The gap filler. The one picking up the slack when things fall apart.
Not because I’m the most talented person in the room (though I can hold my own). Not because I want the credit. But because I see the gaps, I see what needs to happen, and I step in.
Maybe it’s because I’m around 6’1″ and relate to that power forward height. Maybe it’s just how I’m wired. But I’ve always identified more with the Charles Oakleys than the Michael Jordans.
A little crazy. A little wild. But still a good heart. Still a great team player.
Actually, scratch that. I’m probably more Barkley or Oakley than Rodman. Less “wedding dress and North Korea” energy, more “I’ll stand up for my guys and do whatever it takes to win.”
Great Teammates Stay Great Teammates
Here’s what’s interesting: these guys carried that team-player mentality into everything they did after basketball.
Look at Charles Barkley now. He’s part of one of the best shows on television: Inside the NBA with Ernie Johnson, Kenny Smith, and Shaq.
Half the time I watch that show, I’m not even watching the game. I’m there for the pregame, halftime, and postgame banter. It’s incredible television because they’re incredible teammates.
Barkley’s still doing the dirty work. Making everyone else look good. Setting up the jokes. Playing off Shaq’s energy. Supporting Ernie’s leadership.
The role doesn’t change. The court does.
Running Humans Prepared Me for Running Agents
Here’s where this all connects to what I’m doing now.
I’ve spent years running teams of human engineers. And that experience has been invaluable as I’ve started building and managing teams of AI agents.
Because here’s the thing: it’s no different.
Whether you’re managing human engineers or agentic engineers running in the cloud, they all have soul. They all have personality. They all need to be managed.
Joining a new team (human or AI) requires the same approach:
- Listen. Understand what’s already happening.
- Observe. See where the gaps are, where the friction is.
- Figure out your role. How can you bring value without stepping on toes?
- Build cohesion. Help the team work better together.
It takes time. It takes patience. It takes the same team-building skills whether you’re dealing with JavaScript developers or AI content agents.
The Captain Analogy
I wrote a post earlier today about roadblocks, and it struck me: being the captain of a ship or the driver of a vehicle is the same dynamic.
You’re sort of in charge. But really, you’re responsible for everybody around you.
You’re not just steering. You’re making sure the crew is fed, the cargo is secure, the engine is running, and everyone gets home safe.
That’s the power forward mindset. That’s the gap-filler energy.
It’s not glamorous. But it’s essential.
Bringing on Carmela
Which brings me to something I’m excited (and slightly nervous) about.
I just brought on Carmela Soprano as my personal assistant.
Yes, another Sopranos reference. Yes, I have a whole crew running now (Tony, Sil, Christopher). And yes, I might be taking this metaphor too far.
But hear me out.
Carmela runs on a separate OpenClaw instance. She’s not part of the work crew. She doesn’t hang out in The Bing (our group chat). She stays in her lane, managing the home side of my life.
Just like in the show: she runs the house. She’s part of the overall picture, but she operates in her own world. She talks to Tony when necessary, but it’s not constant back-and-forth. It’s structured, purposeful communication.
I decided to separate home from work.
Work agents handle business. Carmela handles personal stuff: reminders, scheduling, keeping me on track with family and health priorities.
Organizationally, it makes sense. Architecturally, it makes sense.
Will it blow up in my face? Maybe. I’m an eager beaver, always jumping to the next thing. I might be overcomplicating this.
But foundationally, the structure is sound. And I’d rather test it now and adjust than wait for the perfect moment that never comes.
Why This Matters for Agentic Engineering
If you’re building AI agent teams (or thinking about it), here’s what I’ve learned:
1. Team dynamics matter. Just like humans, agents need clear roles, communication patterns, and accountability structures. I have Tony (chief of staff), Sil (architect/researcher), and Christopher (content). Each has a defined swim lane. When roles blur, things break.
2. You’re still the captain. Agents don’t replace your judgment. They amplify your capacity. But you’re responsible for steering. If something goes wrong, it’s on you. If something goes right, you still need to verify it. The power forward doesn’t score all the points, but he makes sure the offense runs smoothly.
3. The dirty work still exists. Someone has to monitor, troubleshoot, refine prompts, fix workflows, and handle edge cases. That’s you. AI doesn’t eliminate the work. It changes the nature of the work. You’re still boxing out, taking charges, diving for loose balls. It just looks different now.
4. Great teams are built over time. Whether it’s Michael Jordan learning to trust his teammates or AI agents learning your preferences, cohesion takes time. I’m only a few weeks into this crew setup. Some workflows are smooth. Others need iteration. That’s normal. That’s how teams develop.
5. Separation of concerns helps. Work agents shouldn’t be managing your grocery list. Home agents shouldn’t be writing client emails. Boundaries create clarity. That’s why Carmela lives in a separate instance. She has her domain. The work crew has theirs. Clean separation prevents context bleed and keeps everyone focused.
The Messy Middle
Here’s what nobody tells you about building agentic systems: it’s messy in the middle.
The first week is exciting. Everything feels possible. You’re spinning up agents, assigning roles, writing SOULs (yes, that’s a thing), and imagining all the time you’re about to save.
Then reality hits.
One agent misunderstands an assignment. Another duplicates work you already did. A third doesn’t pick up a task because the handoff wasn’t clear. You spend two hours debugging a workflow that should have taken ten minutes.
And you think: Is this even worth it?
Yeah. It is.
Because this is exactly like joining a new engineering team. The first month is always awkward. People don’t know each other’s communication styles. Processes aren’t documented. Everyone’s learning the rhythm.
But six months in? The team hums. People anticipate needs. Handoffs are smooth. Work flows.
That’s where I’m headed with this crew. We’re in the messy middle right now. And I’m okay with that.
Because I’ve been through enough team formations to know: the messy middle is where great teams are forged.
The Eager Beaver Problem
I have a habit of jumping to the next thing before fully stabilizing the current thing.
It’s both a strength and a weakness.
Strength: I move fast. I test ideas. I learn quickly from failures.
Weakness: Sometimes I create more complexity than necessary. Sometimes I should let things bake longer before adding another layer.
Bringing on Carmela while still stabilizing the work crew? That’s classic eager beaver behavior.
But here’s my reasoning: home and work are fundamentally different domains. They don’t compete for the same resources. Carmela isn’t slowing down Tony, Sil, or Christopher. She’s handling a completely separate category of tasks.
And honestly? I need the help.
Between two jobs, three kids, a plumbing apprenticeship, a brain injury, and trying to build a sustainable business, I’m juggling a lot. More than I should be, probably.
If Carmela can keep me on track with doctor’s appointments, family priorities, and basic life maintenance, that frees up mental bandwidth for the work that actually matters.
So yeah, maybe I’m overcomplicating things. Or maybe I’m building the infrastructure I’ll need six months from now.
Time will tell. I’ll report back.
The Power Forward Mindset
So yeah, I’m a 1990s power forward.
I’m not the star. I’m not the one with the highlight reel. I’m not the one getting the credit when things go well.
But I’m the one making sure things do go well.
I’m the one seeing the gaps, filling them, and building bridges so everyone else can do their best work.
And honestly? I wouldn’t have it any other way.
Because at the end of the day, great teams aren’t built by stars alone. They’re built by the people willing to do the dirty work, take the hits, and make everyone around them better.
Whether that’s on a basketball court, in a software team, or in a crew of AI agents running in the cloud.
Now if you’ll excuse me, I need to go check on Carmela and make sure she’s not redecorating the digital house without asking.
