November 2022. ChatGPT launches. Every search marketing company faces an existential question: Is traditional SEO dead?
I watched competitors panic. Some froze, paralyzed by uncertainty. Others made desperate pivots, slapping “AI-powered” labels on existing products without changing anything underneath. Industry analysts were declaring the end of an era.
My response was different: “We’ve been building for this moment for three years.”
OTTO SEO wasn’t a reactive scramble after ChatGPT made AI mainstream. It was a strategic bet my co-founder, Manick, and I made in 2021-2022, when AI search was still speculative, and the future was unclear—when most leaders were waiting for certainty before investing.
That’s how you lead through uncertainty: make informed bets before answers are clear. By the time the “right answer” is obvious, the early movers have already won.
If you only make decisions when outcomes are certain, you’re following, not leading.
This approach—making strategic bets during uncertainty while building operational systems that adapt faster than markets shift—enabled us to scale Search Atlas from $2M to $30M ARR through some of the most turbulent years in search marketing history. We navigated pandemic disruption, major Google algorithm updates, ChatGPT’s explosive launch, and the emergence of AI search engines that fundamentally changed how users discover information.
While competitors struggled with each shift, we turned volatility into an advantage through operational resilience.
Scaling Through Constant Disruption
Manick and I founded Search Atlas Group in 2019, launching into immediate chaos. We’ve scaled through:
- Pandemic disruption (2020): Entire businesses went remote overnight, marketing budgets were slashed, and enterprise sales cycles froze.
- Google algorithm upheavals (2021-2022): Core updates and helpful content updates reshaped SEO fundamentals, which made previous tactics obsolete. Clients were panicking. Competitors were going under.
- ChatGPT launch and AI emergence (2022-2023): Traditional search got disrupted by AI answer engines, and customer needs shifted in real-time. “Is SEO dead?” headlines were everywhere.
- Answer Engine Optimization era (2024): We launched OTTO SEO, positioning for how AI systems surface information, not just traditional search rankings. We had to educate the market about a completely new category.
Through all of this industry turbulence, we grew revenue 15x, expanded to 250+ employees across multiple countries, and won industry recognition, including Best SEO Software Suite (Global Search Awards 2024), Best AI Search Software Solution (Global Search Awards 2025), and #1 SEO Platform by Capterra with a 4.9/5 rating.
So how did our operations remain resilient while strategy evolved rapidly? I built a framework through trial, error, and some very expensive mistakes. Here’s what actually works.
My Framework: 8 Pillars of Operational Resilience
Pillar #1: Build Flexible Infrastructure, Not Rigid Plans
The mistake I see constantly: Leaders create detailed 3-year strategic plans, assuming the world will stay constant. When the environment shifts—and in the AI era, it always does—those plans become obsolete, and their organizations are too rigid to adapt.
What we built instead was operational infrastructure that could pivot quickly.
We designed OTTO SEO with modular product architecture specifically because we knew AI would evolve unpredictably. When Perplexity and other AI search engines emerged, we added platform integrations in weeks, not months. Competitors with rigid, monolithic infrastructure couldn’t adapt fast enough.
We organized into cross-functional teams where engineers could shift between projects as priorities changed. No silos, no “that’s not my department.”
We implemented flexible resource allocation through quarterly reallocation versus locked annual budgets. When priorities shift, money can move.
We built a documentation culture that enables anyone to context-switch without depending on tribal knowledge. If only one person knows how something works, you’re fragile.
The point is this: strategic direction can change rapidly during uncertainty. Your infrastructure must be built to bend, not locked into specific execution plans that become obsolete.
Pillar #2: Make Strategic Bets Before Answers Are Clear
This is the hardest part. Most leaders wait for certainty before investing. By the time proof emerges, it’s too late.
We started OTTO SEO development in 2021-2022, before ChatGPT made AI mainstream. We invested in Answer Engine Optimization research and thought leadership when it was still speculative. We built the platform assuming traditional search would be disrupted.
The risk was real: We could have been completely wrong. AI search could have failed to gain traction. The investment—millions of dollars and years of development—would have been wasted.
But the payoff was significant: When ChatGPT launched in November 2022, and AI search exploded, we were already 2+ years ahead. OTTO SEO launched in 2024 with a mature platform while competitors scrambled to add AI features after the hype had already begun.
Could we have been wrong? Absolutely. But if you only make decisions when outcomes are certain, you’re following, not leading.
Here’s how we make bets during uncertainty:
- We triangulate multiple data sources—customer conversations, market research, technology trends. We never rely on just one signal.
- We talk to customers obsessively because they signal shifts before data shows them. We listen to what they’re struggling with, not just what they’re buying.
- We invest proportionally—big enough to matter if we’re right, small enough to survive if we’re wrong. We don’t bet the entire company on uncertainty.
- We set clear milestones to validate or invalidate hypotheses systematically. We need to know when to double down and when to cut our losses.
Pillar #3: Maintain Team Stability During Volatility
Here’s the balance I had to learn: Leaders either communicate every strategic shift and market uncertainty to their teams—which creates anxiety and paralysis—or they hide uncertainty entirely, which creates distrust when reality eventually emerges.
Neither approach works.
Here’s what we do instead:
We acknowledge market uncertainty openly: “Search is being disrupted by AI.” We’re not pretending everything is fine.
We communicate strategic direction clearly: “We’re positioning for the AI search era.” People need to know where we’re headed.
We maintain operational stability: “Your role, your team, your goals—unchanged for now.” People need to be able to focus.
We update regularly: “Here’s what we’re learning, here’s what might change.” Trust builds through transparency.
When ChatGPT launched, and the media declared “SEO is dead,” our team was anxious. People were updating their LinkedIn profiles, wondering if their skills were obsolete.
I didn’t pretend everything was fine, but I didn’t panic them either.
My message was straightforward: “Search is evolving, not dying. We built OTTO SEO for this exact moment. Your work matters more now, not less. Here’s how we’re adapting.”
The team stayed focused and productive while the rest of the industry spiraled.
The principle here is simple: Leaders absorb uncertainty so teams can execute. Don’t hide reality, but don’t transfer your anxiety to people who need stability to perform.
Pillar #4: Accelerate Decision-Making Velocity
During uncertainty, most leaders slow down decisions, waiting for more information. That’s analysis paralysis while markets are moving faster than ever.
We do the opposite: we speed up decisions during volatility.
We make smaller, faster decisions instead of big, slow ones. We adopt a “decide and iterate” approach versus trying to “decide perfectly.” We make reversible decisions quickly while giving irreversible decisions appropriate diligence. And we establish clear decision rights so there’s no ambiguity about who decides what—no committee hell.
When we saw AI search adoption patterns shifting, we repositioned OTTO SEO from “SEO platform” to “Answer Engine Optimization platform” in days, not months. We tested messaging with customers, iterated based on their response, and refined continuously.
Speed mattered more than perfection.
Here’s the reality: in rapidly changing environments, perfect decisions made slowly lose to good decisions made quickly. Most decisions are reversible—we make them fast, learn from the results, and iterate based on what we discover.
Pillar #5: Create Multiple Revenue Streams
A single product or business model becomes an existential vulnerability when markets shift. I learned this the hard way early on.
Our three-brand portfolio diversifies risk:
- LinkGraph is our enterprise SEO agency. If the software market crashes, services continue.
- Search Atlas with OTTO is our SaaS platform. If the agency model gets disrupted, software scales independently.
- Signal Genesys is our press release distribution service—a third revenue stream with a completely different business model.
When AI uncertainty made some businesses pause software purchases, LinkGraph’s agency services remained stable because enterprises still needed SEO execution. When agency budgets got cut during economic uncertainty, OTTO SEO’s product-led growth continued because individuals and smaller teams kept subscribing.
A single revenue stream is a vulnerability during uncertain times. Diversification isn’t just smart strategy—it’s operational resilience that lets you weather storms your competitors can’t survive.
Pillar #6: Preserve Cash, Avoid Desperate Decisions
I’ve watched so many companies burn cash, assuming growth will continue forever, then face a crisis when environments shift. Desperation leads to terrible decisions—massive layoffs, fire sales, and pivots made from weakness rather than strength.
We did things differently:
We avoided massive VC rounds that create burn rate pressure. We maintained healthy margins even during rapid growth. We built cash reserves specifically for uncertainty. And we were never desperate for the next funding round or the next customer.
When uncertainty hit—pandemic disruption, AI industry upheaval—we weren’t forced into desperate pivots or widespread layoffs. We could make strategic decisions from a position of strength, not survival mode.
We maintained profitable growth throughout our scaling. When uncertainty hit, we weren’t desperate. We could invest in OTTO SEO development while competitors were doing layoff rounds. We could wait for the right acquisition targets instead of accepting bad deals.
Cash is operational resilience. Burn rate is just desperation waiting to happen.
Pillar #7: Invest in Learning and Adaptation
The natural instinct during uncertainty is to cut learning and development to preserve cash. I see companies do this constantly—eliminating training budgets, canceling conferences, telling teams to “focus on execution.”
It’s exactly the wrong move.
We did the opposite: we increased investment in learning during AI disruption. We provided training on AI tools and platforms. We allocated time for experimentation with no specific deliverable requirements. We brought in AI experts for workshops. We encouraged side projects exploring AI applications.
When ChatGPT launched, we gave our engineering team dedicated time to experiment with the GPT-4 API—no specific project requirements, no deliverables, just explore and learn.
That exploration led to features in OTTO SEO that competitors didn’t have because they didn’t invest in learning time. They were too busy executing old plans to learn new capabilities.
During uncertainty, learning velocity determines survival. Companies that cut learning during volatility fall behind irreversibly. Teams that learn faster adapt faster, and adaptation is the only sustainable competitive advantage in the AI era.
Pillar #8: Maintain Communication Cadence
During uncertainty, leaders tend to go silent—either while they’re figuring things out, or because they don’t want to spread panic without having answers.
Both approaches create problems. Silence breeds fear and rumor. Teams assume the worst.
Here’s what we maintain instead:
- Weekly updates from leadership, even when the update is “we’re still assessing the situation.”
- Monthly all-hands meetings with a dedicated space for questions.
- Transparency about what we don’t know: “Here’s what we don’t know yet.”
- Clarity about our process: “Here’s how we’re evaluating our options.”
Our teams trust leadership during uncertainty because communication is consistent, not because we have perfect answers.
During volatility, teams need to hear from you even when the message is “we’re still figuring it out.” The rhythm of communication matters more than having all the answers. Regular updates build trust that leadership is engaged and thoughtful, even when outcomes remain uncertain.
The AI-Specific Challenges
The AI era presents unique operational challenges that traditional frameworks don’t address. I’ve had to adapt my entire leadership approach.
Challenge #1: Technology Evolving Faster Than Strategy Cycles
Traditional annual planning becomes obsolete when AI capabilities change monthly. What you planned in January is often outdated by March.
Our solution was to shift to quarterly strategy reviews with monthly pulse checks. We moved from annual to quarterly planning cycles, with continuous tactical adjustments. Our strategic posture remains stable—”Leader in AI-powered search marketing”—but our tactics evolve constantly.
Challenge #2: Customer Needs Shifting in Real-Time
What customers needed from us in Q1 2024 was dramatically different from Q4 as they adopted AI tools and changed their workflows. Their problems evolved faster than our product roadmap could keep up with, using traditional planning.
Our solution was continuous customer conversations and rapid iteration. OTTO SEO’s roadmap evolved quarterly based on how customers were actually using AI search, not based on what we assumed they’d need six months earlier.
Challenge #3: Competitive Landscape Constantly Reshuffling
The competitive landscape in AI changes incredibly fast. New companies launch every month with AI-powered features. Established players pivot their entire strategies. Partnerships form and then dissolve. The set of companies you’re competing against can change completely in a quarter.
Our solution was to monitor the landscape constantly, but not react to every competitor move. We maintain our strategic direction while staying aware of what’s happening around us. I have alerts set up for major developments, but we don’t change course every time a competitor launches something new.
Challenge #4: Team Skill Gaps Emerging Rapidly
Skills that were valuable last year become less relevant as AI capabilities evolve. The expertise we hired for six months ago isn’t necessarily the expertise we need today.
Our solution was to build continuous learning programs and hire for learning ability over current expertise. We’d rather have someone who learns quickly than someone with deep expertise in tools that might be obsolete in six months. Adaptability matters more than any specific technical skill set.
The Philosophical Shift: From Planning to Posture
Traditional annual planning is obsolete when AI capabilities change monthly. I had to completely rethink how we approach strategy.
The old model doesn’t work anymore: Create a detailed strategic plan. Execute the plan. Measure progress against the plan. Adjust annually.
The new model that actually works in the AI era: Establish a strategic posture—where you’re positioned and what you’re optimizing for. Make continuous tactical adjustments within that posture. Review and adjust the posture quarterly.
Here’s our example:
- Strategic posture: “Leader in AI-powered search marketing”
- Tactical adjustments: Which platforms to support, which features to build, how to position our messaging
- Outcome: Our posture remains stable while our tactics evolve constantly based on market feedback
Posture stays stable. Tactics stay flexible. That’s how we plan when nothing is certain.
What This Means for Other Leaders
If you’re leading through AI’s rapid evolution, here are the critical lessons I’ve learned—often the hard way:
1. Embrace Discomfort
Uncertainty is the new normal. Leaders who need certainty to act will be paralyzed. Success requires making decisions with incomplete information, betting on directions before proof emerges, and being comfortable with ambiguity.
I’m comfortable making decisions when I’m 60% confident, not 95%. If you wait for 95% confidence, you’re too late.
2. Build Teams That Adapt
Hire for learning ability and adaptability over deep expertise in current tools—which may become obsolete within months. A culture of experimentation and iteration matters more than process perfection.
The best teams in the AI era learn faster than their competitors, not just execute better on static plans.
3. Communicate Constantly
Teams need to hear from you during uncertainty, even when the message is “we’re still figuring it out.” Silence breeds fear, rumor, and paralysis. Consistent communication—even about unknowns—builds trust and keeps teams focused.
4. Make Reversible Decisions Quickly
Most decisions are reversible. Make them fast, learn from the outcomes, and iterate based on results. Reserve extensive diligence for truly irreversible decisions like major acquisitions or fundamental platform changes.
Speed wins in volatile environments.
5. Maintain Financial Discipline
Cash and profitability give you options during uncertainty. Burn rate creates desperation. We’ve been able to make strategic decisions from strength because we had runway—competitors made desperate decisions from survival mode.
Operational resilience requires financial resilience.
The Results: $30M ARR Through Disruption
We achieved $30M ARR profitably while expanding to 250+ employees across multiple countries—through a pandemic, algorithm upheavals, and AI disruption that killed many of our competitors.
Leading through AI’s uncertainty isn’t about predicting the future perfectly. It’s about building systems that adapt faster than the market shifts.
We scaled through constant chaos because we built operational resilience: flexible infrastructure, early strategic bets, team stability during change, decision velocity, financial discipline, continuous learning, and consistent communication.
The best leaders in the AI era won’t be the best predictors. They’ll be the best adapters.
The Path Forward: Agentic Marketing and Continuous Evolution
As we enter our next phase, the operational resilience framework continues evolving. We’re now positioning for agentic marketing—where AI agents handle complex, multi-step marketing tasks with minimal human intervention.
We’re moving from tools that assist marketers to agents that execute marketing strategies. OTTO SEO is evolving to enable that future, where businesses set strategic goals and AI agents optimize search presence across traditional engines and AI answer platforms.
The same principles that enabled us to navigate previous disruptions—flexible infrastructure, early strategic bets, team stability during change—now apply to the agentic marketing shift.
Uncertainty isn’t going away. AI capabilities will continue evolving faster than traditional strategy cycles can accommodate. Competitive landscapes will keep reshuffling. Customer needs will shift in real-time.
The leaders who thrive won’t be those who predict every twist perfectly. They’ll be those who build operational resilience: systems that flex without breaking, teams that adapt continuously, communication that builds trust during ambiguity, and financial discipline that preserves options during volatility.
Our journey from $2M to $30M ARR through constant disruption proves the framework works—not just in theory, but in practice, under pressure, when the future is unclear and bets must be made before answers emerge.
That’s operational resilience. That’s how you lead when nothing is certain.
