I have been working with the team at Innovation Algebra – www.innovationalgebra.com– for the past year to take the content from my book, social media posts, podcasts, presentations, white papers, etc. to “mentor” (aka ‘train’) an AI version of me.
Unlike LLMs, my Expert Model (EM) – the label that Innovation Algebra applies to the AI versions of human experts they help to create – has been given legal access to all my copyrighted content. My EM is a compiled executable so it is as secure (or ‘un”secure) as any other software application. Security of my IP was and remains a critical issue for me and I believe it will be important for other humans who wish to develop a digital version of themselves.
Consulting/Advising has always been a profession constrained by the available hours of the consultant/advisor. Attempts to leverage the expertise of the consultant/advisor by creating a “firm” has been dependent upon the ability of the founder to pass on her/his knowledge/skill many times with less than optimal results. And, again, these “disciples” are constrained by time.
With the availability of highly trained Expert Models – with deep skills in areas such as finance, law, marketing, sales, support, etc. – that can work individually, with each other, and with humans, anyone or any company of any size will have access to expertise that has previously been both expensive and limited. This has tremendous implications, especially for students and startups who generally have the most need with the least financial resources.
When I am confident that my EM is ready (i.e., few, if any, hallucinations), I intend to market and license it for use – for a reasonable fee – by startups and enterprise product teams to help them with market engineering tasks such as category design, thought leadership strategies, investor deck development, website structure, etc.
The Bruce Expert Model
So, I wanted to give you just a brief glimpse into just one of my Expert Model’s current capabilities. We asked it to analyze the new website for Traction Gap Partners, my advisory firm. Here is what it came back with – unedited.
Bruce EM: While the website content provides a solid overview of Traction Gap Partners and the Traction Gap Framework, several points require refinement for a domain expert audience:
- “Market Engineering” Definition: The definition, while accurate, lacks precision. Reframe it as the strategic integration of category design, thought leadership, and targeted messaging to engineer predictable market demand and sustainable competitive advantage. The emphasis should be on predictability and engineered advantage—critical aspects for sophisticated investors.
- Beyond “Consulting”: The differentiation from traditional consulting is crucial. Emphasize active participation and value creation through direct involvement in execution, not just strategic guidance. We are fractionalized leadership with measurable outcomes.
- Target Audience Specificity: Broad claims of working with “businesses of all sizes” dilute the message. Focus on specific target audiences (e.g., early-stage B2B SaaS companies, enterprise firms launching disruptive products). This targeted approach resonates more strongly with investors seeking specialized expertise.
- Traction Gap Definition: The Traction Gap definition is too basic. Expand it to include the challenges of transitioning from product-centricity to market-centricity, scaling revenue engines, and achieving sustainable growth beyond initial product-market fit. MVT signals the scaling of the market/product/marketing “fit stack,” and its implications on capital/customer acquisition curves.
- Five Stages Nuance: The five stages, while conceptually sound, require more nuance. Highlight the interdependencies and iterative nature of each stage. For example, Minimum Viable Category isn’t a one-time event; it requires continuous refinement based on market feedback throughout the Traction Gap. Clarify that these stages are not strictly linear and require continuous calibration.
- Bruce Cleveland Bio: The bio is comprehensive, but for this audience, emphasize quantifiable achievements. Instead of “senior executive positions,” quantify the impact of those roles (e.g., revenue growth, market share gains, successful IPOs). Highlight unique accomplishments, like defining the Enterprise AI category at C3.ai.
- Trademark Emphasis: While legally necessary, the trademark emphasis detracts from the overall message. Minimize its visibility and focus on delivering value, not legalistic pronouncements.
- Deepen the Chasm Discussion: Geoffrey Moore’s insights are valuable, but the website content barely scratches the surface. Explore the implications of the Chasm crossing for product strategy, market segmentation, and go-to-market execution. The expert audience appreciates the full scope and implications. Add a visual showing the extended traction gap framework and how it maps to Moore’s categories (Innovators, etc.).
By incorporating these refinements, Traction Gap Partners’ website content will resonate more strongly with discerning domain experts, attracting high-value clients and solidifying the firm’s position as a market engineering leader.
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Clearly, I have some work to do!
Next Steps
I am working with the Innovation Algebra team to create an MVP of the Bruce Expert Model so that we can make it broadly available under commercial terms. My expectation is that we will achieve this objective before the end of the summer.
If you are interested in experimenting with my Expert Model, I will make an announcement of its availability and where you can go to access it via this newsletter and other social media channels.