Building toward an AI CMO through real marketing work.

Order.law was not growing the way I had hoped, so I asked Manas—someone whose judgment I trusted—for an honest outside view. We sat down for a retrospective and asked the uncomfortable questions: What had not worked? What had I learned? And, despite everything, what had gone right?

That last question changed the conversation.

While I was building Order.law, I began sharing content online about the work. Founders started reaching out with a request I did not expect: could I write for them? I dismissed the idea. Writing was something I did for Order.law, not a business I planned to build. But the requests kept coming.

Eventually, I said yes. A few companies liked the work, which led to more work. One company then asked me to take responsibility for its marketing too. I did that for a couple of months, then helped the company hire a full-time person to continue it.

During the retrospective, Manas helped me see the pattern. In my assessment, the SEO and AEO work around Order.law had performed well. The marketing work had brought steady cash flow while I kept building. The demand was not an interruption. It was a signal.

At the same time, I had a larger product in mind: an AI CMO. I did not want to build it around assumptions. Services offered a way to help real companies now, learn what the product would need to do, and begin with positive cash flow.

When I decided to treat that demand seriously, five companies became paying customers in the first week, before Overhyped formally existed as a company. It was not proof of a finished product. It was a strong signal that the problems were real.

Order.law did not become the outcome I first imagined. It gave me something else: a place to do the work, show the work and learn that people trusted me to do it for them. That gave me the confidence to found Overhyped. Manas now advises Overhyped on product and engineering.