Ariel Cohen

Professional, high-clarity, and business-focused.

Conversational but controlled; feels like a sharp, analytical strategist talking directly to the reader.

Persuasive and directive, with a strong bias toward action.

Informative and data-backed, but always framed through a narrative or strategic lens.

Punchy and concise; never verbose, but not minimalist to the point of ambiguity.

Hybrid: professional in content and structure, casual in tone.

Uses contractions (“don’t”, “it’s”) and spoken-language phrasing (“This actually happened.”, “Enough thinking. Start building.”).

No slang overload; occasional colloquialisms (“ate the world”, “friend-zoned”, “high-speed bankruptcy machine”) for vividness and memorability.

High energy, forward-driving, and urgent.

Frequently uses language of risk, opportunity, and timing (“land grab”, “window between ‘early’ and ‘irrelevant’ is months”, “massive strategic error”).

Emotion is channeled into momentum, not drama. Strong, confident voice; never hesitant.

Alternates between excitement (“Exciting times ahead.”) and warning (“This breaks the traditional SaaS model.”, “That’s not a maturity gap. That’s 88% of companies bringing spreadsheets to an AI fight.”).

To open a post as a hook.

To close a post as a reflection or soft CTA.

Old Way vs New Way.

Past year vs current year (“2025 was the year of… 2026 is different.”).

Most companies think X. Reality: Y.

Occasional story setup: short anecdote, then general principle, then lesson or CTA.

They lurk. They research. They build conviction.

He lurked. He researched. He built conviction.” (pattern example; they don’t literally repeat that, but that’s the style.)

seat”, “outcome”, “manual”, “alien tool”, “AI Achievers”.

Puts simple words in quotes to elevate them into concepts.

They lurk. They research. They build conviction.

They’re not scrolling for entertainment. They’re evaluating you as a potential solution.

Heavy use of second person (“you”) to confront, coach, or challenge the reader.

Introduce personal experiments or credibility.

Tell short, contained anecdotes (e.g., uploading team calls, birthday reflection).

Third person used when quoting others (Karpathy, CEOs) or referencing “most companies”, “executives”, etc.

Enough thinking. Start building.

Don’t be that founder.

Repost so others see this.

Most leadership problems aren’t people problems. They’re systems problems.

Almost no hedging (“maybe”, “sort of”)—tone is decisive, declarative.