Very late in his career, I had an opportunity to discuss the permission/authority distinction with Earl. From that discussion, I can confirm that his
terminology did not maintain a clear distinction between permission and authority. That was pretty common among contemporaneous papers. Earl clearly
understood the distinction, but it didn't fit the lexicon established in his mind, and he had a hard time maintaining the distinction. He passed away just a few years later.
By the time of our conversation, Earl had become very focused on the idea that inattention to security was a consequence of the "crap in a hurry" (his term) mentality. Allowing for some term rotation, I agree that this is a major contributor, but his viewpoint ignored the implications of software NRE and the resulting financial imperatives from a capital/investment point of view. It is largely untrue that people create crap in a hurry in ignorance - due diligence weeds those people out. It is rather true that the due diligence survivors do so because concerns about runway and cumulative financial debt (by analogy to technical debt) leave them little choice.
That is not to say that Earl was wrong, but rather to say that the "in a hurry" was (and remains) compellingly and competitively motivated, and "crap" was an inevitable consequence. Being a year later to launch than a broadly competent competitor with a better solution is a non-starter.
LLMs may have changed this.
Even if we ignore agentic coding, the leverage offered by current LLM technology shortens runways from multiple years to multiple months in the hands of experienced practitioners knowledgeable enough about their domain[s] to specify objectives effectively. Not very long ago, building an OIDC IdP broker was hard because of the level of interacting detail involved. As recently as last year (2025), the context windows available in Pro or Enterprise models were insufficient to improve matters substantially. Today, using the Pro or Enterprise models, the effort iss divided sharply into bad builds reflecting a human need to learn the requirements followed by a good version produced in single digit hours. This year, starting from a seven-year-stale but detailed understanding of the OIDC and OAuth2 specifications, it took me a single month. Not because of retained LLM context but because of my ability to build (in my head) and state the right objectives for the final attempt. And, to some extent, my personal learning curve in recognizing when to have [in my case] Codex start over from scratch. In 2019, the same objective took more time than Buttonsmith could afford. Working with/against a high-end LLM let me constructively refine and challenge my own understanding of the problem.
I have expected that this would reduce the competitive [dis]advantage from years to months, and there is slow evidence that in the hands of domain experts this is true. The obvious consequence would be that the comparative software NRE costs would no longer be the dominating factor in either cost or success. Software NRE is no longer a moat, and the same can be said of most historical moats.
I've spent the last several months crafting an upstart entrant into a market with established (but fragmented) players. Given another month I'll achieve functional parity with a cleaner framework based on personal experience as a victim customer. That gets the project to functional parity, which is enough to start selling. The next step is strategic use of ML and LLMs, which lowers operating costs in a profoundly disruptive way in this space.
My point, I suppose, is to illustrate the problem of moat disruption and to indicate how low the bar is to disruption. I'm a fairly consistent reader of
Sammy Abdullah's Medium posts on SaaS, but I'm inclined to believe that the SaaS investment fad is coming to an end. Market share
if sticky is defensible; SaaS intrinsically and software
per se are no longer sticky.
Jonathan