For most people, the problem is not a lack of effort. Capability matters. Effort matters.

But what really sets your boundary is usually this: who owns evaluation power, who controls resource allocation, and who defines organizational direction. Many people spend a lifetime working harder at executing someone else's judgment.

This is not emotion. It is structure.

You may have lived it too: late nights, extra responsibility, continuous upskilling.

Yet compensation growth still depends heavily on a direct manager's decision. Even profitable companies run elimination systems. Even growing businesses can be cut by strategic shifts.

What people call stability is often only a temporary phase. Inside organizational structures, security is never a promise; it is a condition.

The system retains the value you create. You receive only time-priced compensation.

People who work seriously do not always go further. Those who are better at signaling and aligning with power are often safer.

When evaluation power is not in your hands, effort rarely compounds. This is not a moral claim. It is mechanism design.

Then AI arrived. It did not make employment safer; it accelerated elimination.

But it changed one thing: it began to release complexity from organizational scale. Analysis, modeling, integration, and execution — work that once required teams — can now increasingly be done by one person.

That is opportunity. And selection.

In this era, what gets eliminated is not just roles, but people who lack judgment and ownership.

If judgment is outsourced as well, only execution remains.

And execution is always the easiest part to replace.

DeepCarry starts from this position.