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I’m a Chinese product manager who created 6 AI employees on OpenClaw. I’m working more than ever and am way more tired.

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This as-told-to essay is based on a conversation with Vivi Mengjie Xiao, an AI product manager and content creator on RedNote, China’s social media platform. The conversation has been edited for length and clarity.

I’m an AI product manager in China, and earlier this year, my CEO asked me to explore how AI could go beyond cost-cutting, to drive innovation.

Outside of work, I’m a content creator on RedNote, where I share AI tools, workflows, and insights with over 45,000 followers.

I used to spend about four hours a day gathering AI industry news: reading posts on X, newsletters, blog posts, and translating English sources into Chinese. I thought: “Can I automate this?” If AI can handle information gathering, what else can it do? If I’m doing something repetitive, I should automate it.

Each agent was born from a real problem I was experiencing. I created six AI employees, and they’re split between work and personal life.

My foray into OpenClaw

At first, I set up only one “lobster” — a nickname Chinese netizens use for deploying an OpenClaw agent — and tried to make it do everything.

I wanted it to manage my calendar, schedule, to-do list, and monitor my work. I get distracted easily, so I wanted it to help me focus on what I needed to do in the moment and help connect the main thread of my work.

I kept stuffing other tasks into it as well, such as assigning it to manage my finances.

The result of putting all of that on one lobster was that its context became long and messy. It basically became ADHD like me: jumping from one thing to another without helping me focus. It was running three work streams at once. That wasn’t going to work, so I split tasks up and assigned them to different lobsters.

Over time, the six AI employees naturally organized into personal vs. work, and within each category, into clear roles.

I have three work agents: the administrative assistant, the researcher, and the chief of staff. The chief of staff simulates my boss’s communication style, and I use it to practice and polish presentations. For personal agents, I have a life coach, a content and expression assistant, and a finance assistant.

It felt like building a real team. It makes sense — you don’t hire six people on day one. You start with one, and as the workload grows, you specialize.

The compound effect of having them connected surprised me. The life coach can read conversations from all five other agents. I use the life coach agent to help me journal daily, and now 70% of my journaling is automated. The agent knows everything — what I researched, what I invested in, and what I stressed about in my presentation rehearsal.

I’m more productive, but also more tired

About 60% to 70% of my daily operational work is handled by these AI agents, including information gathering, research, and content distribution.

However, my workday hasn’t gotten shorter. I’ve shifted from doing “grunt work” to doing more creative, strategic, and high-leverage work. The AI employees freed up capacity for significantly more output.

I’m more productive by any conventional metric. I publish podcast episodes daily, monitor financials in real time, run a knowledge management system, and create content for RedNote and X — all while working full-time.

Honestly, I’m also more tired. This is a paradox I’ve been thinking about: When your efficiency goes up, you don’t work less. You just attempt more.

My bedtime has shifted from midnight to 2 a.m. because there’s always one more thing I want to do, or one more agent I could spin up to solve a new problem.

The future of work

We’re witnessing a fundamental shift in what “work” means.

The Industrial Revolution standardized physical labor. The information revolution standardized knowledge work. And now, AI is standardizing execution work — the “how” of getting things done.

This means the premium is shifting from execution ability to three things: taste and judgment, ability to direct AI, and emotional intelligence.

The future of work is “one-person studios,” solo creators and operators who leverage AI to produce at team-level scale. For companies, the question becomes: do you need 10 junior analysts, or one senior thinker with 10 AI agents?

This isn’t about replacing humans. It’s about liberating humans to do more human work. The parts AI takes away were never the parts that made work meaningful. The parts that remain — creativity, judgment, connection, purpose — are what make us human.

Building a team of six AI agents feels like going from being a solo freelancer to being the CEO of a small company, except your team never sleeps, never complains, and works for the cost of API subscriptions.

I’ve become a more structured thinker, a clearer communicator, and a more ambitious creator. I now think in terms of “which agent should handle this?” for almost every task. AI expanded my sense of what’s possible for one person to build.

Do you have a story to share about tech in China? Contact this reporter at cmlee@businessinsider.com.




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I spent 26 hours in Qatar Airways’ business class. Not all seats are created equally, but I get why it’s so beloved.

by with No Comment Xpandfy

We flew from London Gatwick Airport rather than Heathrow because the flights were about $1,000 cheaper.

Arriving at Gatwick, it was a luxury to have a dedicated check-in counter with barely any queue and then fast-track through security too.

After that, though, I wasn’t super blown away.

Qatar Airways doesn’t have a dedicated lounge at Gatwick, so its business-class travelers can use the Plaza Premium Lounge, which anyone can pay to use. I found it to be quite busy and a bit underwhelming, with a rather uninspiring view.

However, it has a separate area for Qatar Airways customers where we could order from a small à la carte menu. I got a burger, and my husband had a goat-cheese sandwich — it was nice to have complimentary food.

We were also given “premium” drinks vouchers for certain beverages, such as prosecco, though Champagne would’ve cost extra.




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Erica Sweeney

4 new jobs that AI has created in HR and people management

by with No Comment Xpandfy

More human resources teams are using artificial intelligence for a variety of functions. Amazon and Siemens, for example, use AI for HR to analyze résumés and make job recommendations based on an applicant’s skills.

Indeed, 31% of organizations this year report using some type of AI technology, according to a 2025 survey of nearly 10,000 HR professionals by Sapient Insights Group.

Many companies are also creating new HR job titles that require AI skills, such as data literacy, analytics, large-language model prompt engineering, and workflow redesign.

Moreover, in 2026, many organizations are willing to offer higher salaries for AI-related skills, including data science, data analytics, and business intelligence, according to a Robert Half report.

“Historically, technological shifts have reshaped some jobs and the way we work, but they’ve also opened doors to new roles and skills,” said Christina Giglio, technology hiring and consulting expert at Robert Half. “AI seems to be continuing that trend.”

Here are four new HR job titles that are appearing in the AI age, according to experts.

1. AI adoption and employee experience lead

This role coordinates the adoption of AI tools, helping people understand the technology’s value, how to use it, and how it benefits them, ensuring that AI rollouts go smoothly.

“AI doesn’t eliminate people,” says Anthony Donnarumma, CEO of the recruiting agency 24 Seven. Companies need individuals to manage the relationship between human and machine work to ensure the technology produces consistent outcomes and meets an organization’s needs, he says.

Humans are needed to oversee how teams adopt AI in their daily work, says Lana Peters, chief revenue and experience officer at Klaar, a performance management software.

The job often includes training managers, redesigning workflows, and connecting company culture and technology while helping employees adapt to the changes.

“Without this role, AI use is at risk of being done in silos or improperly, which is why we’re seeing this position pop up across the job market,” Peters adds.

2. AI trainer or coach

This role trains AI systems, such as chatbots, AI agents, and other tools, to ensure the technology works effectively to produce the desired HR outcome. This might include organizing data and reviewing it for bias.

“Part technical, part editorial, part quality control,” Ronni Zehavi, CEO and co-founder of HR tech platform HiBob, says the individual in this role curates and labels data for AI to use, reviews outputs, and teaches AI systems how to respond to data to meet company goals.

This person “improves AI quality through hands-on review and feedback,” he explains.

3. People data and AI insights lead

Turning “raw people data,” such as from performance reviews and manager check-ins, into insights that leaders can act on is this role’s focus, Peters says.

This individual helps leaders make data-based decisions on their workforce strategy and better understand “how employees are performing, when they are ready to be elevated to a new role, and when they may be a flight risk,” she adds.

Data literacy, analytical thinking, and the ability to interpret AI outputs are crucial skills for this role, says Lauren Winans, CEO and principal human resources consultant at Next Level Benefits.

“Additionally, employers will value soft skills such as ethical awareness, critical thinking, collaboration, and the capacity to translate AI capabilities into strategic decisions, especially in roles that bridge technology, policy, and operations,” Winans says.

4. Responsible AI and people governance manager

Policies and oversight are needed to ensure that AI use is safe, fair, and transparent; this role sets those “guardrails,” Peters says. This individual oversees how employee data is used and ensures there’s no bias that could negatively impact them, she says.

Also referred to as an AI governance and risk lead, the job establishes policies to “keep AI use safe and compliant” and focuses on privacy protection and accuracy monitoring, helping organizations manage regulatory shifts and legal or reputational risks, Donnarumma says.

Essentially, Zehavi says, the role “guides teams on fairness, transparency, and compliance, helping companies use AI in ways that support people rather than unintentionally excluding them.”




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