Tech Scenes Unplugged with Oren Michels, CEO and Co-founder of Barndoor.ai
Insights from Tech Scenes Unplugged with Oren Michels, CEO and Co-Founder of Barndoor.ai
Artificial intelligence has moved from experimentation to implementation faster than almost any technology in history. Every week, organizations discover new ways to leverage AI for productivity, automation, customer engagement, software development, marketing, and decision-making. Yet despite all the excitement surrounding AI, one challenge continues to slow adoption across large enterprises: trust.
In this episode of Tech Scenes Unplugged, Jeff Martin sits down with Oren Michels, CEO and Co-Founder of Barndoor.ai, to discuss the future of work, AI governance, enterprise adoption, organizational change, leadership, and the systems companies need to safely unlock the power of agentic AI.
Oren is no stranger to transformative technology waves. As the founder of Mashery, one of the pioneering API management companies acquired by Intel, he has experienced firsthand how major technology shifts reshape industries. During the rise of APIs, organizations learned how software systems could communicate with each other and create entirely new business models. Today, Oren sees AI agents following a remarkably similar trajectory, except with far greater implications for how work gets done.
The core challenge, according to Oren, is not whether AI can perform useful work. The challenge is ensuring AI systems can safely access the tools, systems, and data required to perform that work. In many organizations, employees operate across dozens of applications, databases, communication systems, and workflows. If AI agents are expected to become productive contributors, they need access to the same information and resources humans use every day. However, unlike employees, AI agents have no judgment, no fear of consequences, and no innate understanding of organizational boundaries.
This is where governance becomes critical.
Barndoor.ai was created to solve this problem by providing visibility, authorization, and guardrails around how AI agents interact with enterprise systems. Rather than simply granting unrestricted access, organizations need clear policies that define what agents can access, what actions they can take, and how those actions align with the permissions of the humans they serve. As AI adoption accelerates, governance may become one of the most important competitive advantages available to organizations.
One of the most fascinating themes in the conversation is the evolving definition of work itself.
Many people view AI through the lens of replacement. They ask whether AI will replace jobs, departments, or entire functions. Oren offers a more nuanced perspective. The future of work, he argues, is likely a partnership between humans and artificial intelligence. Most professionals spend a significant portion of their day performing repetitive, administrative, or process-driven tasks that do not fully utilize their expertise, creativity, or judgment. AI has the potential to absorb much of this work, allowing people to focus on higher-value activities that require strategic thinking, problem-solving, leadership, and innovation.
This perspective aligns with what many growth-stage companies are already experiencing. Teams are not necessarily becoming smaller. Instead, they are becoming more productive. Employees are accomplishing more work, analyzing more information, and moving faster than they could previously. AI is becoming a force multiplier rather than a replacement.
However, this shift introduces a new challenge that many organizations have not yet fully considered.
Historically, companies developed future leaders by giving early-career employees opportunities to perform foundational work. Junior engineers learned from senior engineers. Entry-level marketers learned campaign management through execution. Analysts learned business judgment through repetition and experience. As AI automates more of these foundational tasks, organizations may face a talent development gap.
If AI performs much of the work traditionally assigned to entry-level employees, how will future leaders gain the experience necessary to advance into more senior roles?
This question may become one of the most important workforce challenges of the next decade.
Another powerful lesson from the conversation centers around leadership, vision, and organizational alignment. Oren compares building a startup to producing a Broadway show. Both require convincing people to believe in a vision before the final product exists. Investors must believe. Employees must believe. Customers must believe. Success begins with storytelling.
But vision alone is not enough.
Organizations must also create alignment. Teams must agree on priorities, responsibilities, goals, and execution plans. Without alignment, even highly talented organizations struggle to maintain focus. As companies scale, clarity becomes increasingly valuable. The ability to communicate vision, create alignment, and establish operating rhythms often separates high-performing organizations from those trapped in execution drift.
The conversation repeatedly returns to the idea that technological change is not optional. Every major technological shift—from the internet to cloud computing to mobile devices—eventually became a competitive necessity. AI is unlikely to be any different.
Organizations that learn how to leverage AI effectively while maintaining governance, accountability, and human oversight will likely move faster than competitors. Those that resist change may find themselves struggling to keep pace.
Perhaps the most important takeaway from this episode is that AI is not simply a technology challenge. It is an organizational challenge.
The companies that benefit most from AI will not necessarily be those with the most advanced tools. They will be the organizations that build systems for learning, decision-making, governance, communication, and execution around those tools. Technology may accelerate work, but leadership determines where that acceleration leads.
As AI continues to reshape industries, organizations must learn to balance innovation with responsibility, automation with accountability, and speed with alignment. The future belongs not to companies that adopt AI blindly, but to those that build the operational frameworks necessary to use it wisely.
Watch and Listen
YouTube:
https://youtu.be/mzePJMZ3M6o
Spotify:
https://open.spotify.com/episode/2Nma13513DaNku17Vi29bT?si=5CIldiWTSpKxu-pFU2sNTg
Questions and Answers
Who is Oren Michels?
Oren Michels is the CEO and Co-Founder of Barndoor.ai and the founder of Mashery, one of the pioneering API management companies that helped shape modern software ecosystems.
What is Barndoor.ai?
Barndoor.ai provides governance, visibility, authorization controls, and security frameworks for agentic AI systems operating within enterprise environments.
What is agentic AI?
Agentic AI refers to artificial intelligence systems capable of independently performing tasks, interacting with software tools, accessing data, and completing workflows on behalf of users.
Why is AI governance becoming important?
As AI agents gain access to enterprise systems, organizations need clear rules, visibility, and accountability to ensure AI actions remain secure, compliant, and aligned with business objectives.
Will AI replace human workers?
The discussion suggests AI is more likely to augment human capabilities by handling repetitive and process-driven work, allowing people to focus on creativity, judgment, strategy, and leadership.
What is the future of work according to Oren Michels?
The future of work is a partnership between humans and artificial intelligence, where AI handles routine tasks while people focus on higher-value decision-making and innovation.
What challenge could AI create for workforce development?
Organizations may face a talent development gap if entry-level employees lose opportunities to gain experience through foundational work that becomes automated by AI.
Why is alignment important as companies scale?
Alignment helps teams agree on priorities, responsibilities, goals, and execution plans. Without alignment, organizations often experience confusion, inefficiency, and execution drift.
What leadership lesson stands out from this episode?
Great leaders create compelling visions, build alignment around those visions, and establish systems that allow teams to execute consistently as organizations grow.
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About Collective Genius
Collective Genius helps founders, CEOs, investors, and leadership teams scale organizations through leadership development, strategic planning, executive coaching, organizational design, and operational excellence. The firm specializes in helping growth-stage companies create clarity, alignment, accountability, and execution at scale.
Learn more:
https://www.collective-genius.com/
About Peak OS
Peak OS is the business operating system developed by Collective Genius to help leadership teams improve organizational alignment, execution, communication, accountability, and decision-making. Peak OS enables organizations to maintain focus while adapting to rapidly changing business environments, including the rise of AI-powered work.
Learn more:
https://peakos.collective-genius.com/
About Peak Teams
Peak Teams: Mastering the Habits of Unstoppable Venture-Backed Companies explores the leadership behaviors, operating rhythms, execution frameworks, and organizational habits that help growth companies scale successfully. The book provides practical lessons for founders, executives, and leadership teams navigating complexity and change.
Learn more:
https://www.amazon.com/dp/B0D2ZQ6Q5L
