California
David Kirsch builds things. Companies, software, furniture, consciousness research. Whatever the problem is, or whatever he feels like doing. He doesn't really distinguish between the two.
He's been at it since he was pulling apart desktop computers in elementary school. Took C++ in high school, rebuilt engines in every garage he could get into, and never developed the instinct to stop. Spent twenty years in cannabis operations — entered it before it was legal, built through every phase of its emergence, and left when he had to, not when he wanted to. He's lived everywhere in California and did a chapter in rural Louisiana he still misses.
The biggest thing he built was Good Day Farm. VP of Operations. Took a 60-person team to 306 and revenue from $5M to $20M in eighteen months. 255,000 square feet, thirteen departments, zero compliance violations in one of the most regulated industries in the country. When NPR called, he picked up the phone. Before that: Employee #1 at de Krown (acquired in nine months by Icanic Brands (CSE: ICAN)), VP Ops at Techs.Today (1,000+ people across eleven countries, cybersecurity division in Ukraine), and three years of building furniture through TimberForge.
He's been technical his whole life. Maybe not in a way an ATS would recognize. Twenty-five years of thinking in systems — dependencies, failure modes, constraints, load-bearing structures — and eventually the software tooling caught up to how he already thought.
You're never going to innovate for someone you hate.
An organization is an organism. It survives by absorbing information from every nerve ending it has and responding as a coherent whole. The moment any part stops listening to any other part, it starts to die. David has watched it happen. That observation is the root of everything he builds — from management systems to ERP platforms to a formal theory of how consciousness emerges from integrated information. Same pattern. Same principle. Different substrates.
Happy people make more products.
Do it right the first time. Use the right tool for the right job. Build the system so the right behavior is the easy behavior. And if something needs doing and nobody else is going to do it — figure it out on the way down.
