Someone Hacked Our Site. Claude Fixed It Before Dinner.

On March 4th, someone broke into the SUCCESS.com admin dashboard and published racist hate speech on our homepage, and sent a newsletter. Our flagship media property, defaced with content designed to cause maximum brand damage.

I pointed our AI at the technical problem. While Claude worked the code, our team worked the people side. We reached out to staff about the breach, coordinated with corporate security at eXp, talked through the response with our partners, and managed the communications that a crisis like this demands. The human side of a breach is its own full-time job.

On the technical side, we had content filters blocking the offensive posts within four minutes. Over the next 90 minutes, Claude rewrote our authentication system under my direction: killed password-based login, replaced it with email-based one-time codes restricted to specific addresses, added server-side content moderation, locked down newsletter sends to admin-only, and enforced domain restrictions across every entry point. It then generated a 253-line root cause analysis that traced the probable attack vector.

Nobody on our team wrote a line of code that afternoon. Nobody diagnosed the breach manually. Nobody drafted the incident report. Claude handled the technical remediation while we handled the human response. Our corporate security team at eXp reviewed the report and praised the response.

Most leaders hire consultants for something like this, schedule war rooms, spend a week on the postmortem. We had the site secured, the auth system rebuilt, and the forensic report in hand before dinner.

My Tuesday

I run eXp World Holdings and SUCCESS Magazine. I capture meetings through FrameVR and Plaud, two tools that record and transcribe conversations in real time. I drop those transcripts into a Google Drive folder.

I feed Claude the transcripts. It extracts decisions and action items, then updates our strategy documents and project trackers. I haven’t sorted through meeting notes since January. Before the workflow, that consumed four or five hours every Monday.

I also use Claude’s Chrome extension to pull data from our internal systems, platforms I’d check one by one without it. It updates project boards, drafts communications I can review and send. I describe a question, like a competitive analysis or a revenue model comparison, and it goes and gets the data.

A separate WordPress story: our hosting provider swapped hardware and the site crashed. Our internal admin team spent 24 hours on it. They couldn’t fix it. I pointed Claude at the problem through the Chrome extension and walked away. Forty-five minutes in, it had diagnosed a corrupted .htaccess file, rewritten it, and run automated tests until the site loaded clean.

Where we keep control

We hand over meeting notes, strategy updates, data gathering, incident response, communications drafts, competitive research, and system administration. But we keep people decisions with us.

Last month I spent an hour on the phone with a coaching recruit. He burned out at his previous company. He was talented, exhausted, skeptical. He needed proof this opportunity was different, and I gave him that. I make those calls in rooms, in VR, on the phone. I’ve built two companies that run on trust, and trust forms between humans.

The team, the human team, manages the creative vision. We collaborate on what SUCCESS Magazine means in 2026 going into 2027. We choose the covers, set editorial direction, and protect the point of view. AI handles research and early drafting of ideas. But the human team makes the decisions that make SUCCESS what it is: a platform to uplevel humanity through thought leadership. Real thought leadership, the thoughts-are-things kind.

AI will never make those decisions. It has no feelings. It has no consciousness in the way a human being does. It can process, optimize, and execute. It cannot care about the person on the other end of a coaching call. It cannot feel whether a magazine cover carries the right weight. Those are human calls, and they always will be.

What changed

The Industrial Revolution, and most of human history before it, was built on turning people into employees in service of a hierarchy. Turn them into machines. Show up, follow the process, repeat. For two hundred years, being a good worker meant being a reliable machine.

AI can do the machine work now. The filing, the cross-referencing, the system administration, the troubleshooting, the data gathering. All the tasks we used to assign to people not because people were good at them, but because machines were not yet good enough.

Before this setup, I burned entire days on that kind of work: finding documents, cross-referencing notes, updating trackers, checking dashboards. I called it leadership. It was busywork. Now I spend that time recruiting the right people and making creative bets on content and partnerships. I make fewer mechanical decisions per day. The ones I make carry more weight. The ones that only humans can make.

Start with one change

Record your next meeting. Drop the transcript into any AI tool. Ask it to pull out the decisions you made and the action items attached to each. Then compare that output to your own notes.

You’ll find gaps you missed. You’ll remember the conversation differently than the transcript shows. That changes your next meeting.

In a world that has historically made humans better machines, SUCCESS’s mission is to help humans become better humans.

—Glenn