Who Earns the Right to Spend More on AI?
An AI bill can be a breakthrough investment or an expensive waste, and the difference is rarely obvious from the invoice. This conversation is about how engineering leaders tell the difference.
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AI agents have changed the economics of software development. A large AI bill can mean that agents are stuck in expensive loops. It can also mean that a company is building its next major product faster than it ever could before. The invoice looks the same.
Faros Head of AI Chase Norton, sits down with Faros co-founder and CEO Vitaly Gordon, who previously co-founded Salesforce Einstein and led its engineering organization, to examine how leaders should make that call. They begin with the economics: what remains scarce when engineering capacity becomes elastic, and whether spending caps protect companies or constrain their highest-return teams. Then they turn to the organization itself. How does a CEO manage a company where AI ability and returns vary dramatically from one engineer to the next?
This is now a company-level question: when AI can consume more capital and produce more work than existing management systems were built to handle, who should be allowed to spend more, and what evidence should earn that freedom?
