Keep Going

John Biggs

When you're going through Hell, keep going." This is a podcast about failure and how it breeds success. Every week, we will talk to amazing people who have done amazing things yet, at some point, experienced failure. By exploring their experiences, we can learn how to build, succeed, and stay humble. It is hosted by author and former New York Times journalist John Biggs. Our theme music is by Policy, AKA Mark Buchwald. (https://freemusicarchive.org/music/policy/) www.keepgoingpod.com

  1. How Lium turns physical-world data into answers

    6d ago

    How Lium turns physical-world data into answers

    Josh Knutson and Ryan Thill are building Lium for a problem that sits just outside the usual AI demo. Most AI tools are very good at text, code, and spreadsheets. Lium is focused on the messier stuff, the huge physical-world data sets that sit inside farms, climate labs, energy systems, logistics networks, and other operations where the answers are buried under terabytes of data. Knutson, the CEO and co-founder, describes Lium as an “agent harness” or a cloud operating system for agents. The idea is to give language models the tools they need to work over large, complex data sets that they cannot handle well out of the box. Instead of asking a data scientist to build a pipeline every time someone has a question, Lium lets subject matter experts ask questions in natural language and then builds the tools and workflows needed to answer them. Thill, co-founder and president, said the core user is often not a software engineer. It is the person who knows the domain, knows the data matters, and knows there are answers inside it, but cannot easily get them out. He gave the example of a farm operator working with soil reports, NOAA data, tractor data, and crop performance information. The operator may know something is off, but does not have the time or technical skill to combine all those sources into a useful answer. That is where Lium is meant to fit. A user can describe what they want to know, and the system builds repeatable workflows around the data. Once those workflows exist, other people inside the organization can use them too. An analyst can build the tool, and a CEO can later ask a simple question that relies on the analyst’s work in the background. That shared layer is one of the more interesting parts of the product. Knutson described work with the North Carolina Institute for Climate Studies, where scientists and researchers built tools inside Lium, then on-screen meteorologists could ask questions and get answers using the right climate data without needing to understand every data source underneath. The company’s bet is not that AI replaces the expert. It is that AI needs the expert. Knutson said Lium is built around human-in-the-loop workflows because language models do not have enough training data to understand all the hidden patterns and details inside many physical-world data sets. The system has to know when to stop, ask the human for domain knowledge, and then turn that knowledge into a tool the system can use again. That point matters because the obvious fear is job loss. If a person’s job is to build reports, what happens when anyone can ask Lium for the same report? Knutson and Thill argue that the expert becomes more valuable, not less, because the tool captures and scales their knowledge. Thill compared it to software engineers using AI coding tools. The tools make people more productive, and that can create demand for more work that was not worth doing before. Lium is still early, but the founders say they are seeing strong interest. During private beta, around 50 groups worked in the platform. Now that it is public, the challenge is different. Instead of onboarding users by hand, the company has to explain the product clearly enough that people can find it, understand it, and get value without a sales call. That is not easy, because Knutson and Thill say many potential users do not know this kind of system is possible. For Lium, the main competitor is not another startup. It is the belief that this kind of data is too hard to work with. Fundraising followed a similar path. Knutson said early investors were skeptical because he and Thill did not have the usual Silicon Valley AI profile. They had startup experience, but not the standard AI pedigree. The company raised a smaller pre-seed round than it wanted, then came back after showing it could build things people did not think it could build. That proof changed the conversation. The company spent roughly 18 months learning and building before going public. Knutson said this was not the kind of product where you can ship a tiny version and see what happens. If someone brings a terabyte of data, the system has to work. That meant building alongside design partners until the product was strong enough to handle real use. Now the work is public. Lium is learning from users, tightening the funnel, and building around what people actually do with the product. The name, by the way, comes from language plus the suffix of physical elements, a nod to the company’s goal of connecting language to the physical world. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    20 min
  2. Jun 22

    The janitor, the professor, and the meaning of success

    Most of us spend a lot of time thinking about what we want. A better job. More money. A nicer house. More freedom. Less stress. Very few of us spend much time thinking about what a successful life actually looks like. That question came up during a conversation with Perry Atwal, a lecturer at the University of British Columbia and author of the upcoming book Wisdom for Life. After teaching more than 20,000 students around the world, Atwal has spent years looking for patterns in the people who thrive and the people who struggle. One of the most interesting things he said was that most of us are aiming too low. He asked a simple question: when you have no reason to feel anything, where is your energy level? On a scale from one to ten, are you ready to go back to bed, or are you bouncing off the walls? Most people, he said, live around a five or six. His argument is that we should be trying to live closer to a nine or ten. That idea stuck with me. A lot of us assume that energy comes from success. Atwal sees it the other way around. Energy creates success. The people who excel are often the people who bring more than what is asked of them. If an assignment calls for three things, they deliver five. They are curious. They stay engaged. They keep moving. His prescription is surprisingly simple. Take care of your health. Walk more. Spend time outside. Do work you genuinely enjoy. “I walk for two or three hours every day,” he told me. “Virtually every great thought I’ve had in the last twenty years has been on that walk.” That sounds almost too simple in a world obsessed with optimisation, AI, and productivity hacks. But perhaps that is the point. The most powerful part of our conversation came when we started talking about work and purpose. Many people feel trapped. They sit in offices wondering whether this is all there is. They worry they picked the wrong career. They worry they missed their chance. Atwal argues that the pressure to find the perfect path is largely self-imposed. Previous generations might have held two or three jobs during a lifetime. Today’s workers may have ten or twelve jobs and move across multiple industries. The first job does not have to be the perfect job. It only has to be the next step. He also believes we underestimate the power of perspective. One example from the interview has stayed with me. He talked about cleaners. Some people might look at a cleaning job and see failure. The happiest cleaners he knows see something completely different. They see buildings that people want to enter because of the work they do. They see value created. They see contribution. The job is the same. The story they tell themselves is different. That idea feels especially important right now. We live in a moment where every headline seems designed to convince us that the future is bleak. Economic uncertainty. Political conflict. AI replacing jobs. Constant disruption. Atwal’s response is not to ignore reality. It is to choose where to focus your attention. “The only constant really is change,” he said. That may be the closest thing to a universal truth. The people who flourish are rarely the people who predict the future correctly. They are the people who adapt. They keep learning. They develop skills that transfer from one job to another. They stay curious. They also let go. Let go of old habits. Let go of old assumptions. Let go of the idea that your life must follow a script. Atwal even applies that philosophy to his closet. If he hasn’t worn something in two years, it’s gone. The same rule probably applies to a lot more than clothes. If there was one lesson I took from our conversation, it was this: Success is not a destination. It is a way of moving through the world. Take care of your health. Do work that matters to you. Surround yourself with positive people. Focus on your strengths. Help others when you can. The details of your career will change. The technology will change. The world will change. The question is whether you will keep going. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    28 min
  3. WorkClaw wants to build an AI team for your team

    Jun 17

    WorkClaw wants to build an AI team for your team

    Everybody has heard the promise by now. AI is going to save time, reduce costs, and help businesses get more done. The problem is that most people still don’t know where to start. That’s the challenge Will Ruben is trying to solve with WorkClaw, a new product from Workmate Labs that turns AI agents into something closer to digital employees. Ruben describes WorkClaw as “an AI team for your team.” Instead of asking users to learn prompt engineering or build complicated workflows, the platform lets them create AI teammates with specific jobs. A florist could train an AI to process invoices. A marketer could create a content assistant. An engineer could build a coding partner. The goal is not to replace workers, but to give every company access to the sort of specialised support that was once available only to large organisations. The idea grew naturally out of Workmate, Ruben’s first product. Workmate focuses on scheduling, one of the most common tasks handled by executive assistants. After building an AI that could manage meetings and calendars, the company began looking at what else an AI teammate might be able to do. Recent advances in large language models made that expansion possible. One of the most interesting parts of our discussion centred on a problem many AI founders rarely talk about. Traditional software is predictable. AI is not. Ask a database the same question twice and you get the same answer. Ask an AI system twice and you might get two different responses. That creates challenges for companies trying to build reliable products. Ruben compares the situation to earlier machine learning systems, including the recommendation engines that power social media platforms. The answer, he argues, is measurement, testing, and designing systems that can recover gracefully when things go wrong. If an AI makes a mistake, users need a way to correct it, and the system needs to learn from that correction. That uncertainty also creates cost concerns. During our conversation I joked about running OpenClaw on a Raspberry Pi and accidentally generating a large OpenAI bill because a poorly configured process kept checking my email. Ruben believes those problems will become less significant as companies gain access to cheaper open source models and more efficient infrastructure. His view is that most business tasks do not require the most advanced models available today. Perhaps the biggest challenge facing AI startups now is not technology but distribution. Building software has become dramatically easier. Getting people to use it remains difficult. Ruben said Workmate Labs relies on a mix of product-led growth, advertising, traditional sales, and good old-fashioned conversations with users. One tactic that has worked particularly well is identifying companies that visit the website, understanding who they are, and following up before interest disappears. Looking ahead, Ruben says WorkClaw’s next step is reducing the friction involved in getting started. While the current product removes much of the technical complexity, users still have to decide what kind of AI teammates they want and how those teammates should behave. Future versions will offer ready-made AI roles, including executive assistants, marketers, engineers, salespeople, and operations staff, making it easier for businesses to start seeing value immediately. The broader question is whether people want another tool or whether they want something that feels more like a co-worker. Ruben is betting on the second option. If he’s right, the future of software may not be a collection of apps sitting on a desktop. It may be a collection of digital colleagues working quietly in the background, each trained to do a specific job and each getting a little better over time. That future is still taking shape. But products like WorkClaw suggest it may arrive sooner than many people expect. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    15 min
  4. How to move from the corporate world into a startup

    Jun 10

    How to move from the corporate world into a startup

    Andrew Reid has seen the supplements business from both sides, as a founder and as an operator inside a very large company, and he thinks the next step is personalisation that does not feel like homework. Reid is the CEO of Claer AI. The product is an AI-driven supplement regimen builder that asks for your health profile, matches it against a large library of peer-reviewed studies, then turns the recommendations into a practical plan, starting with sachets you can mix, and aiming later at a single personalised powder. He describes it as using AI like a nutritionist, then following that logic through a supply chain he already knows well. His origin story is straightforward. Reid says he built and sold a social media analytics company to Comscore, then later ended up running one of the world’s largest supplement companies as part of a small executive team. That role changed his view of supplements, not as gym culture products, but as widely applicable compounds with strong safety profiles and real evidence behind them. He uses his own experience as the hook, after adding basic products like protein and creatine, he says he saw a clear change in strength and mobility as he aged. The gap he wants to fix is trust and confusion. Reid calls the industry large but fragmented, and he points to consumer confusion as a driver. His claim is that people do not stick with one brand because the space feels like a Wild West, and they worry about doing something wrong or wasting money. Claer’s AI is meant to create a long-term relationship that adapts over time, including using biometrics from wearables and adjusting the regimen so users do not have to think about it constantly. The most concrete feature he described is interaction checking. A common fear is that a supplement will clash with a medication or another intervention. Reid says Claer uses a “currently updated” evidence base to flag these issues, and he thinks that capability has applications beyond supplements, especially anywhere medication regimens shift often. On funding, Reid says the company started self-funded, went through the ERA accelerator in New York, and that the health tech environment is active enough that fundraising is not the core problem. He frames the business model as bundles with solid margins and higher cart values, plus better retention because of the personalised front end. He also splits the company into two stages, first prove the commerce and retention dynamics, then raise larger funding later to personalise the manufacturing itself and deliver the single powder vision. Reid also made a broader point that fits the Innovators beat. He argues that AI lowers the cost of running an “antiquated” industry by replacing a stack of specialised SaaS tools across the whole value chain. He says that in his prior role he spent millions per year on specialised software, and he expects a large share of those tools to become unnecessary as teams build from basic AI primitives and open source components. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    15 min
  5. Creative people adapt

    Jun 8

    Creative people adapt

    Angelo Sotira built DeviantArt at nineteen, and then spent the next two decades watching the internet grow up, get rich, and get mean. When he joined me on Keep Going, he was not doing the victory lap thing. He was trying to name what changed, and what it means for anyone trying to build something creative right now. He described the early internet as directed. People knew what was missing. They wanted communities, comments, and places to post work, and they built them from scratch because the infrastructure did not exist yet. Now, he says, you can recreate 95 percent of those platforms in a weekend. The hard part is not building the tool, it is making it matter. That is where his argument gets uncomfortable. Virality used to ride on something raw and human, and he thinks AI breaks the default assumption that what you are seeing is real. His view is that we are moving into a world where you should assume media is inauthentic until it is proven otherwise. That shift changes what spreads, what people trust, and how creators feel about putting work into the world. Layer is his response. It is a hardware company, a digital art display built to treat generative and kinetic art like fine art, not like a TV on a wall. He told me the idea grew out of an identity crash after leaving DeviantArt, and a simple desire, he wanted the best digital art on his own wall, presented correctly. He went looking for a product that did it, and he says he could not find one, so he built it. He also does not sugarcoat how hard hardware is. He told me getting a manufacturing partner is harder than raising venture capital, because the manufacturers that can actually deliver are not built for startups, and you have to earn your way into their calendar. That challenge is part of what pulled him back into building in the first place. He missed meeting people, the artists, the founders, the operators in labs, the whole human mess that comes with making something real. The Keep Going part of this episode is not “follow your passion.” It is more specific. Angelo is making a bet that digital art is going mainstream, and that the people who will survive this AI wave are the ones who adapt their craft to what the medium is good at. He said still images should often be printed, because printing is already excellent. Displays should be used for work that moves, especially generative work that does not loop in a way your brain gets tired of. He thinks that kind of work will define the century. He is not naïve about the cost. He said illustrators are suffering and that many jobs are gone, and he widened it to the broader creative class, designers and builders getting hit by tools that shrink teams overnight. Still, he ended with the only kind of optimism that counts, the practical kind. Creative people adapt. They always have. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    33 min
  6. The Innovators: This app makes music therapy accessible to everyone

    Jun 3

    The Innovators: This app makes music therapy accessible to everyone

    Most people think of music as entertainment. Rachel Francine thinks of it as infrastructure for the brain. On this episode of Innovators, I spoke with the SingFit co-founder and CEO about how her company is using therapeutic music to help people with dementia, traumatic brain injuries, and speech loss. The idea sounds almost deceptively simple. People who lose the ability to speak can often still sing. Music activates multiple regions of the brain at the same time, creating pathways that normal speech sometimes cannot access. SingFit turns that principle into software. The platform recreates part of what music therapists do in clinical settings. Songs include lyric prompts, guided vocal tracks, and structured timing designed to encourage participation and cognitive engagement. The result is something that can be used not just by trained therapists, but by caregivers, nursing assistants, and families at home. Francine said the company now operates in more than 10,000 skilled nursing and senior living centers across the United States. The company recently launched a caregiver-focused version with AARP aimed at helping families support loved ones at home. One of the more interesting parts of the conversation was how deeply personal the company’s origin story is. The original idea came from Francine’s father, an inventor and former opera student who was fascinated by the role of lyric prompters in live performance. He imagined a system that could feed people lyrics in real time long before the technology existed to build it. Years later, Francine’s brother became a music therapist after seeing a friend recover from a traumatic brain injury and emerge from a coma mouthing the words to “Wish You Were Here.” That combination of therapy, family history, and technology became the foundation for SingFit. Francine also made an important point about startups in healthcare and assistive technology. Too many founders start with technology instead of problems. Her advice was direct. Find a real problem first, then build the system around solving it. In SingFit’s case, the company focused on one issue inside dementia care: social isolation. Patients often begin withdrawing socially as their condition progresses, which can accelerate decline and increase care costs. The platform was designed to create engagement, connection, and routine through music. The broader issue she kept returning to was aging. Dementia care, caregiver support, and cognitive decline remain massively underserved compared to other parts of healthcare. Francine pointed out that only a handful of dementia drugs have been approved over the past century while cancer treatments continue advancing rapidly. Music may not solve dementia. But the company is betting that engagement, memory, rhythm, and emotional connection can improve quality of life in ways that medicine alone often cannot. And honestly, there is something refreshing about hearing a founder talk about care instead of scale for once. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    14 min
  7. How to break free

    Jun 1

    How to break free

    Melissa Banks spent 17 years in an abusive marriage before she rebuilt her life from scratch. No money. No plan. Two sons depending on her. What came next became a lesson in something most people miss when they talk about success. Success is rarely a clean break. It is usually a slow crawl out of fear. On this week’s episode of Keep Going, Melissa talks about leaving abuse, learning how to speak up again, and building an event planning business after losing everything. “I believed that I was nothing,” she said. “I believed that someone else had to control my mind because that was what I was told for over 17 years.” That damage does not disappear overnight. Melissa described the strange process of learning how to trust herself again. First she decorated rooms for family and friends. Then she started charging for it. Then she had to learn something even harder, valuing her own work. “Doing it for free was the easy part,” she said. “When you was trying to charge for it, it became a bit of a challenge.” What stood out in the conversation was how practical her advice became. There was no fantasy about instant success. She talked about systems. Contracts. Pricing. Schedules. Learning skills properly instead of pretending you already know everything. When she started her decorating company, she signed up for classes because she wanted to understand the work deeply. “Don’t just wing it,” she said. “Learn the industry.” Then the pandemic arrived and destroyed the in-person event business almost overnight. Instead of treating it as the end, she pivoted into virtual events, books, speaking, and media work. That shift became another lesson. The thing that feels like collapse is sometimes just a forced change in direction. One of the strongest parts of the interview came when Melissa described being a single mother with no place to live. She talked about asking for help, finding an apartment she did not want but turning it into a home, and writing down what she wanted her future to look like even when nothing around her matched it yet. That mattered because her story is not really about motivation. It is about momentum. She believes people wait too long for confidence before they act. Her argument is almost the reverse. You move first. Confidence follows later. “Don’t wait for everything to be perfect for you to take that step,” she said. “You will stumble. Forgive yourself for stumbling. And keep going.” Melissa’s upcoming memoir, The Life I Designed, comes out in October. The title fits the conversation perfectly. Her life was not handed to her in a finished form. She had to build it piece by piece, often while exhausted, scared, and unsure of what would happen next. A lot of people think reinvention belongs to younger people. Melissa’s story argues the opposite. Reinvention belongs to anybody willing to keep moving after the world tells them to stop. You can check out all of Melissa’s work on her jam-packed website and book some time with her here. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    21 min
  8. How to predict the future

    May 28

    How to predict the future

    Daniel Burrus has spent decades talking about the future, but the most useful thing he said on Keep Going had nothing to do with AI or technology. It had to do with regret. Before he built six companies, before the bestselling books and the keynote stages, he was teaching biology and physics. He had an idea for an airplane design and wanted to turn it into a business. The problem was simple. He had never taken a business class in his life. He was scared of failing. But he realized something else scared him more. He did not want to become an old man who never tried. The fear of regret outweighed the fear of failure. That idea sits underneath almost everything he talks about now. Most people think entrepreneurs are fearless. They are not. They are just more afraid of standing still than moving forward. Burrus also said something I had never heard framed quite this way before. He said entrepreneurs usually have success metrics but almost never have failure metrics. He gave the example of hiring someone you know is not right for the role. Deep down you know it after a week, but you spend months trying to fix it before finally letting them go. You already saw the failure coming. You just delayed acting on it. That applies to almost everything. Businesses. Projects. Careers. Relationships. We hold onto broken things because motion feels harder than denial. A lot of the conversation focused on AI, which Burrus sees less as a replacement for people and more as an amplifier. He argued that companies are making a mistake by focusing only on the tools. First comes mindset, then skillset, then toolset. Most firms skip directly to the software and never rethink how they actually work. He also pushed back on the panic around AI replacing everyone. His point was simple. Jobs have always changed. The danger is not the technology itself. The danger is pretending your current role will stay frozen forever. One line stuck with me. “You can only coast downhill.” That feels true right now. A lot of people are waiting for stability to return before they adapt. But the stable version of the world they remember is probably not coming back. The people who do well over the next decade will likely be the ones willing to relearn things while everyone else argues online about whether change should exist at all. Burrus is relentlessly optimistic, sometimes almost aggressively so. Normally that kind of thing annoys me. But his optimism is grounded in systems and patterns, not motivational slogans. He studies technology, demographics, and behavior and asks what becomes inevitable once those things start moving together. His broader point was that most people underestimate the future because they spend too much time staring at the present. Burrus is a unique thinker in that he sees where the puck has gone and where it is going… years and years into the future. You can check out his books here and hire him at his website. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    27 min

Ratings & Reviews

5
out of 5
7 Ratings

About

When you're going through Hell, keep going." This is a podcast about failure and how it breeds success. Every week, we will talk to amazing people who have done amazing things yet, at some point, experienced failure. By exploring their experiences, we can learn how to build, succeed, and stay humble. It is hosted by author and former New York Times journalist John Biggs. Our theme music is by Policy, AKA Mark Buchwald. (https://freemusicarchive.org/music/policy/) www.keepgoingpod.com