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Atlassian fired the engineer who built their infrastructure. His response? He revealed the entire playbook 👀 Vasilios Syrakis just dropped a 38-minute breakdown of 8 years inside Atlassian. What he actually covers: -How he survived the interview gauntlet at a company that runs Jira and Confluence for half the... planet -Building an Open Service Broker from scratch that every internal team at Atlassian depends on -Why he picked Envoy proxy over every other option and how it handled traffic at Atlassian scale -The AWS infrastructure blueprint that kept services running for 24 months straight -Load balancing platform extensions that nobody sees but everyone relies on -The mentoring playbook he used to level up junior engineers -Personality conflicts at scale and how he navigated office politics without getting crushed -What actually happens when you maintain software for years, not sprints This is not another day in the life vlog. This is 8 years of infrastructure decisions, political battles, and technical depth you will not find in any course. He walks through XDS Control Planes, machine image creation, edge compute logic, and how to handle concerns from 50 different dev teams without losing your mind. The diplomacy section alone is worth the watch. Most engineers think code is the hard part. Code is easy. People are the bottleneck. He breaks down exactly how to resolve conflicts, maintain software long-term, and survive in a massive org without burning out. If you build backend systems, work at scale, or want to understand what senior engineering actually looks like in production, this is mandatory viewing. Save this post. Watch the full breakdown. Learn from someone who built the pipes that power Atlassian.show more

Himanshu Kumar

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Vasilios Syrakis is back after the massive success of his Atlassian video, he just dropped a follow-up addressing everything the stuff people really wanted to know: > no university degree, dropped out after 10th grade, started in help desk > taught himself everything from scratch - books, videos, no mentor > he didn't break any NDA - Atlassian published more detailed info themselves > the architecture was 10 years old - he'd build it completely differently today and the thing that hit hardest: > to everyone who felt impostor syndrome watching his first video - he said the gap between you and someone who knows more is usually just time, not intelligence the full response is above and he's building a control plane from scratch on camera soon so you can see exactly how it's done

Vasilios Syrakis is back after the massive success of his Atlassian video, he just dropped a follow-up addressing everything the stuff people really wanted to know: > no university degree, dropped out after 10th grade, started in help desk > taught himself everything from scratch - books, videos, no mentor > he didn't break any NDA - Atlassian published more detailed info themselves > the architecture was 10 years old - he'd build it completely differently today and the thing that hit hardest: > to everyone who felt impostor syndrome watching his first video - he said the gap between you and someone who knows more is usually just time, not intelligence the full response is above and he's building a control plane from scratch on camera soon so you can see exactly how it's done

Mr. Buzzoni

392,279 Aufrufe • vor 2 Monaten

Every serious analyst has called Elon Musk's Terafab unrealistic. The CEO of the company that supplies the machines to build it just said it is an upside opportunity and compared it to the largest chip buildouts in history. That is not a small statement. ASML makes the lithography machines that every advanced semiconductor fab on earth depends on. You cannot print a chip without them. There is no workaround. There is no alternative supplier. If the Terafab gets built, every single machine inside it comes from one company. The interviewer asked the ASML CEO directly about one terawatt of compute power. He did not laugh. He did not hedge. He compared it to the massive DRAM megaprojects in Korea and said new projects at that scale are exactly the kind of upside ASML is positioned for. His exact words: "New projects are opportunity." Then he said something that most people missed. He said ASML is already watching the Terafab very carefully. Tracking when things will happen. At what speed. That is not how you talk about a fantasy project. The mainstream take on the Terafab is that Musk is dreaming. The CEO of the most critical company in the entire chip supply chain just said he is preparing for it. Those are not the same position. (Watch the full 11 minutes Interview at Bloomberg TV on YouTube)

Every serious analyst has called Elon Musk's Terafab unrealistic. The CEO of the company that supplies the machines to build it just said it is an upside opportunity and compared it to the largest chip buildouts in history. That is not a small statement. ASML makes the lithography machines that every advanced semiconductor fab on earth depends on. You cannot print a chip without them. There is no workaround. There is no alternative supplier. If the Terafab gets built, every single machine inside it comes from one company. The interviewer asked the ASML CEO directly about one terawatt of compute power. He did not laugh. He did not hedge. He compared it to the massive DRAM megaprojects in Korea and said new projects at that scale are exactly the kind of upside ASML is positioned for. His exact words: "New projects are opportunity." Then he said something that most people missed. He said ASML is already watching the Terafab very carefully. Tracking when things will happen. At what speed. That is not how you talk about a fantasy project. The mainstream take on the Terafab is that Musk is dreaming. The CEO of the most critical company in the entire chip supply chain just said he is preparing for it. Those are not the same position. (Watch the full 11 minutes Interview at Bloomberg TV on YouTube)

Ihtesham Ali

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ANTHROPIC JUST RELEASED A FREE 23-PAGE GUIDE THAT COMPANIES ARE PAYING $50,000 TO CONSULTANTS FOR. How to build Claude into your entire business infrastructure - 100% FREE. Most companies using AI in 2026 are doing the same thing. Anthropic explains what real enterprise AI infrastructure actually looks like. Not marketing, not a sales deck, just a practical guide from the people who build these systems. What is inside: ↳ How to move Claude from a chat tool to core business infrastructure ↳ How to connect it to your internal databases and live documents ↳ How to design automated workflows for your exact processes ↳ How to handle institutional data safely at scale The most important line in the whole document: The model alone is not enough. The value is in how it connects to your systems, data, and workflows. Save this.

ANTHROPIC JUST RELEASED A FREE 23-PAGE GUIDE THAT COMPANIES ARE PAYING $50,000 TO CONSULTANTS FOR. How to build Claude into your entire business infrastructure - 100% FREE. Most companies using AI in 2026 are doing the same thing. Anthropic explains what real enterprise AI infrastructure actually looks like. Not marketing, not a sales deck, just a practical guide from the people who build these systems. What is inside: ↳ How to move Claude from a chat tool to core business infrastructure ↳ How to connect it to your internal databases and live documents ↳ How to design automated workflows for your exact processes ↳ How to handle institutional data safely at scale The most important line in the whole document: The model alone is not enough. The value is in how it connects to your systems, data, and workflows. Save this.

Kanika

16,545 Aufrufe • vor 1 Monat

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Jaynit

271,301 Aufrufe • vor 1 Monat

Los Angeles Dodgers second baseman Tommy Edman was asked about the role Jesus plays in his life. And his answer cuts straight to the thing most athletes never say out loud. "He's my Lord and Savior. Not only that, also my teacher. I try to study scripture each day and learn more about Jesus every day and kind of model my life after him. My performance in the game or whatever's happening isn't my identity. Rather, as a disciple of Jesus. That's the foundation of my life and it kind of makes me who I am." That one sentence deserves to sit for a moment. My performance in the game is not my identity. That is one of the hardest things for any athlete to actually believe. The entire sports world is built around performance. Your value is your numbers. Your worth is your contract. Your identity is your stats. And Tommy Edman looked at all of that and said: none of that is who I am. He is a disciple of Jesus. That is his identity. The baseball is just what he does. He also said something that reveals how he maintains that foundation. He studies scripture every day. Not weekly. Not when he feels like it. Every day. And he is actively trying to learn more about Jesus and model his life after Him. That is discipleship. That is not a Sunday morning posture. That is a daily practice of sitting at the feet of the teacher and asking to become more like Him. In a culture that attaches worth to performance and identity to achievement, Tommy Edman is building his life on something that does not move when the batting average drops. "I am the vine, ye are the branches: He that abideth in me, and I in him, the same bringeth forth much fruit: for without me ye can do nothing" (John 15:5). Is your identity built on what you do or on who Jesus says you are? This is what it looks like when someone refuses to let their performance define them. Tommy Edman plays for the Los Angeles Dodgers, one of the most watched teams in baseball, and he said plainly that his identity has nothing to do with what happens on the field. He is a disciple of Jesus. That is it. That is who he is. And he studies scripture every day to stay rooted in that truth. Pray for Tommy Edman and pray that more athletes build their identity on Jesus instead of their jersey number.

Los Angeles Dodgers second baseman Tommy Edman was asked about the role Jesus plays in his life. And his answer cuts straight to the thing most athletes never say out loud. "He's my Lord and Savior. Not only that, also my teacher. I try to study scripture each day and learn more about Jesus every day and kind of model my life after him. My performance in the game or whatever's happening isn't my identity. Rather, as a disciple of Jesus. That's the foundation of my life and it kind of makes me who I am." That one sentence deserves to sit for a moment. My performance in the game is not my identity. That is one of the hardest things for any athlete to actually believe. The entire sports world is built around performance. Your value is your numbers. Your worth is your contract. Your identity is your stats. And Tommy Edman looked at all of that and said: none of that is who I am. He is a disciple of Jesus. That is his identity. The baseball is just what he does. He also said something that reveals how he maintains that foundation. He studies scripture every day. Not weekly. Not when he feels like it. Every day. And he is actively trying to learn more about Jesus and model his life after Him. That is discipleship. That is not a Sunday morning posture. That is a daily practice of sitting at the feet of the teacher and asking to become more like Him. In a culture that attaches worth to performance and identity to achievement, Tommy Edman is building his life on something that does not move when the batting average drops. "I am the vine, ye are the branches: He that abideth in me, and I in him, the same bringeth forth much fruit: for without me ye can do nothing" (John 15:5). Is your identity built on what you do or on who Jesus says you are? This is what it looks like when someone refuses to let their performance define them. Tommy Edman plays for the Los Angeles Dodgers, one of the most watched teams in baseball, and he said plainly that his identity has nothing to do with what happens on the field. He is a disciple of Jesus. That is it. That is who he is. And he studies scripture every day to stay rooted in that truth. Pray for Tommy Edman and pray that more athletes build their identity on Jesus instead of their jersey number.

Tevin Macharia Mukabana

55,342 Aufrufe • vor 1 Monat

Jensen Huang just explained why every company cutting engineers over AI is asking the entirely wrong question. Huang: “People say, I don’t need software engineers because apparently coding is going to be automated.” That was the narrative. Here is what Huang actually did. Huang: “I’ve given AIs to every one of my software engineers and hardware engineers and engineers period. 100% of NVIDIA has AI assistants, AI coders, and they’re busier than ever.” Not fewer engineers. Not smaller teams. Busier than ever. That is the line most companies are getting completely wrong right now. They hear “AI can write code” and immediately start cutting headcount. Huang did the opposite. He armed everyone. Huang: “And so the question is, what is the task versus what is the job? No different than a financial analyst; the task is mess around with spreadsheets, but the job is to make financial advice. The job is to help a customer.” Writing code was always the task. It was never the job. The job is architecture. Knowing what to build. Why it matters. How it fits into a system that actually creates value. Code is the execution layer between the idea and the outcome. Nothing more. When you automate that layer, you don’t eliminate the engineer. You eliminate the bottleneck between what they can envision and what they can ship. The companies using AI to cut headcount are optimizing for cost. The companies using AI to multiply output are optimizing for territory. Nvidia chose territory. Every engineer at the most valuable semiconductor company on Earth now operates with an AI assistant. Not a pilot program. Not an experiment. Company-wide. Every function. Every team. And the result is not less work. It is more work. Faster. At a scale that was physically impossible twelve months ago. The companies that understand the difference between eliminating engineers and unleashing them will build what comes next. The ones that don’t will watch their best talent walk out the door to the ones that did.

Jensen Huang just explained why every company cutting engineers over AI is asking the entirely wrong question. Huang: “People say, I don’t need software engineers because apparently coding is going to be automated.” That was the narrative. Here is what Huang actually did. Huang: “I’ve given AIs to every one of my software engineers and hardware engineers and engineers period. 100% of NVIDIA has AI assistants, AI coders, and they’re busier than ever.” Not fewer engineers. Not smaller teams. Busier than ever. That is the line most companies are getting completely wrong right now. They hear “AI can write code” and immediately start cutting headcount. Huang did the opposite. He armed everyone. Huang: “And so the question is, what is the task versus what is the job? No different than a financial analyst; the task is mess around with spreadsheets, but the job is to make financial advice. The job is to help a customer.” Writing code was always the task. It was never the job. The job is architecture. Knowing what to build. Why it matters. How it fits into a system that actually creates value. Code is the execution layer between the idea and the outcome. Nothing more. When you automate that layer, you don’t eliminate the engineer. You eliminate the bottleneck between what they can envision and what they can ship. The companies using AI to cut headcount are optimizing for cost. The companies using AI to multiply output are optimizing for territory. Nvidia chose territory. Every engineer at the most valuable semiconductor company on Earth now operates with an AI assistant. Not a pilot program. Not an experiment. Company-wide. Every function. Every team. And the result is not less work. It is more work. Faster. At a scale that was physically impossible twelve months ago. The companies that understand the difference between eliminating engineers and unleashing them will build what comes next. The ones that don’t will watch their best talent walk out the door to the ones that did.

Dustin

82,757 Aufrufe • vor 4 Monaten

$Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.$

Lex Fridman asked Jensen Huang if he is afraid of death. Huang did not flinch. Huang: “The outcome that I seek, that I hope for, is that I die on the job instantaneously.” That is not a figure of speech. That is a man telling you he has already decided how this ends. No retirement. No transition plan. No golden years on a beach somewhere tallying what he built. He wants to be mid-sentence in a meeting the moment his heart gives out. And when you understand why, it changes how you see everything Nvidia is doing. Huang: “This is not a once in a lifetime experience. This is a once in a humanity experience.” Once in a lifetime means others have lived through something comparable. He is saying no one has. Not Edison. Not Ford. Not anyone at Bell Labs or Xerox PARC. The deployment of artificial intelligence at this scale, at this speed, with this much consequence has no precedent in the history of the species. And Huang is sitting at the center of it. That is not ego. That is geography. Nvidia’s chips power virtually every major AI system on Earth right now. He knows what that means. And he treats it with a seriousness most people cannot even summon for their own lives, let alone the trajectory of civilization. Then Lex asked about succession planning. Huang’s answer should be framed on the wall of every founder alive. Huang: “I don’t believe in succession planning.” Not because he thinks he is immortal. Because he thinks it is the wrong question entirely. The right question is what are you doing today to make yourself unnecessary. Huang: “The most important thing you should do today is to pass on knowledge, information, insight, skills, experience as often and continuously as you can.” He does not wait until retirement to hand over what he knows. He does not save his best thinking for a memoir. The second he learns something, it is already moving to someone else on his team. Before he has even finished processing it himself. Huang: “Nothing I learn ever sits on my desk longer than a fraction of a second.” Most executives hoard knowledge. It is how they stay relevant. How they justify the title. How they make themselves impossible to replace. Huang does the opposite. He treats his own mind like a relay station. Information comes in, gets amplified, fires out to every node that needs it. Every meeting is a transfer. Every conversation is a download. The goal is not to be the smartest person in the building. The goal is to make the building smarter than any one person in it. That is why he does not need a succession plan. If you spend every day making the people around you capable of running without you, the org never notices the moment you are gone. Your fingerprints are in how they think. But he is not planning to leave. Huang: “I really don’t want to die. I have a great life. I have a great family. I have really important work.” No drama. No existential spiral. Just a man who looked at death and filed it under problems that can wait. There is still too much to build. The people planning their exit strategies are playing a different game than Jensen Huang. He is not building a company he can walk away from. He is building one that outlasts his heartbeat because every person inside it already thinks in patterns he installed. That is not a death wish. That is a man who found the only thing worth doing and refused to do anything else.

Dustin

25,617 Aufrufe • vor 4 Monaten

the Atlassian engineer who was laid off dropped a full guide to becoming a senior engineer after 15 years in the industry Vasilios Syrakis - no university degree. Made it to Senior Engineer anyway the things that actually worked: > taught himself Regex by mass-answering Stack Overflow until he became the expert people came to > learned Python for free, immediately built a DNS web interface and shipped it - didn't wait to feel ready > watched the same conference talks dozens of times until concepts actually stuck if he was starting from zero today: > get a CS degree - he skipped it and says that was a mistake > build a home Kubernetes cluster and try to sell what you make > grind LeetCode - not for the code, for the vocabulary to prompt Claude correctly > share everything publicly - the audience compounds faster than the skills > show up to meetups in person the one mindset shift that separates juniors from seniors: when you join a new team, write a deep analysis of how everything works before touching a single line of code > 15 years at the top of the industry and he still gets impostor syndrome so does everyone else who's actually good the roadmap is in the video 👇

the Atlassian engineer who was laid off dropped a full guide to becoming a senior engineer after 15 years in the industry Vasilios Syrakis - no university degree. Made it to Senior Engineer anyway the things that actually worked: > taught himself Regex by mass-answering Stack Overflow until he became the expert people came to > learned Python for free, immediately built a DNS web interface and shipped it - didn't wait to feel ready > watched the same conference talks dozens of times until concepts actually stuck if he was starting from zero today: > get a CS degree - he skipped it and says that was a mistake > build a home Kubernetes cluster and try to sell what you make > grind LeetCode - not for the code, for the vocabulary to prompt Claude correctly > share everything publicly - the audience compounds faster than the skills > show up to meetups in person the one mindset shift that separates juniors from seniors: when you join a new team, write a deep analysis of how everything works before touching a single line of code > 15 years at the top of the industry and he still gets impostor syndrome so does everyone else who's actually good the roadmap is in the video 👇

Mr. Buzzoni

57,166 Aufrufe • vor 2 Monaten

Larry Ellison just told every software engineer on Earth their job description is dead. Not evolving. Dead. Ellison: “The code that Oracle is writing, Oracle isn’t writing. Our AI models are writing.” This is not a startup demo. This is one of the largest infrastructure monopolies on the planet telling you it already replaced the people who built it. For fifty years, building software meant translating human intent into machine instructions. Line by line. Bug by bug. Sprint by sprint. That entire layer is gone. Ellison: “We don’t write the procedure. We declare our intent.” That sentence just made the entire engineering labor market flinch. The procedure was the job. The procedure was the paycheck. The procedure was what made a developer valuable. And now the machine does it without being asked twice. Ellison: “We just tell the model what we want the program to do, and then the AI comes up with a step-by-step process to actually do it.” You are no longer paid to build. You are paid to think. And most organizations have no idea how to evaluate that. The companies still hiring armies of developers to grind through codebases are paying salaries the machine already made worthless. Not in years. In seconds. When a company worth hundreds of billions hands the keyboard to the machine and tells you the output is better, the debate is not winding down. The debate is over. The enterprise that wins this decade does not write the best code. It removes the human from the process entirely and runs on intent alone. The programmers who survive are the ones who realize the craft is no longer typing. It is architecture. It is judgment. It is knowing what to build and why. Everything else now belongs to the machine. And the machine does not negotiate severance.

Larry Ellison just told every software engineer on Earth their job description is dead. Not evolving. Dead. Ellison: “The code that Oracle is writing, Oracle isn’t writing. Our AI models are writing.” This is not a startup demo. This is one of the largest infrastructure monopolies on the planet telling you it already replaced the people who built it. For fifty years, building software meant translating human intent into machine instructions. Line by line. Bug by bug. Sprint by sprint. That entire layer is gone. Ellison: “We don’t write the procedure. We declare our intent.” That sentence just made the entire engineering labor market flinch. The procedure was the job. The procedure was the paycheck. The procedure was what made a developer valuable. And now the machine does it without being asked twice. Ellison: “We just tell the model what we want the program to do, and then the AI comes up with a step-by-step process to actually do it.” You are no longer paid to build. You are paid to think. And most organizations have no idea how to evaluate that. The companies still hiring armies of developers to grind through codebases are paying salaries the machine already made worthless. Not in years. In seconds. When a company worth hundreds of billions hands the keyboard to the machine and tells you the output is better, the debate is not winding down. The debate is over. The enterprise that wins this decade does not write the best code. It removes the human from the process entirely and runs on intent alone. The programmers who survive are the ones who realize the craft is no longer typing. It is architecture. It is judgment. It is knowing what to build and why. Everything else now belongs to the machine. And the machine does not negotiate severance.

Dustin

535,455 Aufrufe • vor 4 Monaten

Will Ferrell in this new Video with Kim Kardashian looks totally insane as if he has AIDS and is on Ozempic at the same time!!! Is this a Body Double?!? He looks totally different!!! We discuss all of this and more in the Video Clip below… What do you guys think? Let us know in the Comment Section. Repost and Like this Post if you think it’s hard to believe that this is actually Will Ferrell because of how different he looks!

Will Ferrell in this new Video with Kim Kardashian looks totally insane as if he has AIDS and is on Ozempic at the same time!!! Is this a Body Double?!? He looks totally different!!! We discuss all of this and more in the Video Clip below… What do you guys think? Let us know in the Comment Section. Repost and Like this Post if you think it’s hard to believe that this is actually Will Ferrell because of how different he looks!

Godrules

10,742 Aufrufe • vor 1 Monat

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

ELON CLIPS

193,027 Aufrufe • vor 1 Jahr

He started using Claude AI and made $25,000 in his first month The guy could not even hide how much it changed his life. He paid for Claude and treated it like a real business partner. Built workflows that automate client work, content and outreach all in one place. What used to take him 12 hours a day now takes 2. He started taking on triple the clients without burning out once. At $5,000 per client and five clients a month, the numbers move fast. That is $25,000 landing in his account from a tool that costs $20. Most people use Claude to write captions and call it a day. He used it to rebuild his entire income from the ground up. Follow if you want the exact workflows he uses to scale this.

He started using Claude AI and made $25,000 in his first month The guy could not even hide how much it changed his life. He paid for Claude and treated it like a real business partner. Built workflows that automate client work, content and outreach all in one place. What used to take him 12 hours a day now takes 2. He started taking on triple the clients without burning out once. At $5,000 per client and five clients a month, the numbers move fast. That is $25,000 landing in his account from a tool that costs $20. Most people use Claude to write captions and call it a day. He used it to rebuild his entire income from the ground up. Follow if you want the exact workflows he uses to scale this.

winkle.

21,373 Aufrufe • vor 1 Monat

The CEO of OpenAI said something that should terrify every coder alive. Sam Altman was asked: "What is the most important skill people should learn in the age of AI?" His answer was not what anyone expected. He said learning to program, the thing every career advisor has drilled into an entire generation is "no longer obviously the right thing." So what does he think actually matters now? Four things and all of them are soft skills. And none of them taught in any computer science program on Earth. Become a high agency, act without being told. Make things happen on your own. Get good at generating ideas because when AI can execute anything, the person who knows what to build wins. Be very resilient, things will break constantly in a world moving at this speed. Be very adaptable, the world is rewriting itself every few months. Keep up or get left behind. But here is the part that changes everything. Altman says these skills are not just personality traits you are born with. They are learnable and deeply learnable. He watched people completely transform in three month bootcamps when he was a startup investor. That was, in his own words, "a big update" to how he sees the world. Now think about what this really means. The CEO of a company worth hundreds of billions is telling the world, the moat is no longer what you know. It is how you think and how you move and the old playbook is dead. The people who understand this right now have a massive head start. Everyone else is studying for a test that no longer exists.

The CEO of OpenAI said something that should terrify every coder alive. Sam Altman was asked: "What is the most important skill people should learn in the age of AI?" His answer was not what anyone expected. He said learning to program, the thing every career advisor has drilled into an entire generation is "no longer obviously the right thing." So what does he think actually matters now? Four things and all of them are soft skills. And none of them taught in any computer science program on Earth. Become a high agency, act without being told. Make things happen on your own. Get good at generating ideas because when AI can execute anything, the person who knows what to build wins. Be very resilient, things will break constantly in a world moving at this speed. Be very adaptable, the world is rewriting itself every few months. Keep up or get left behind. But here is the part that changes everything. Altman says these skills are not just personality traits you are born with. They are learnable and deeply learnable. He watched people completely transform in three month bootcamps when he was a startup investor. That was, in his own words, "a big update" to how he sees the world. Now think about what this really means. The CEO of a company worth hundreds of billions is telling the world, the moat is no longer what you know. It is how you think and how you move and the old playbook is dead. The people who understand this right now have a massive head start. Everyone else is studying for a test that no longer exists.

StockMarket.News

168,154 Aufrufe • vor 5 Monaten

🚨 PEOPLE ARE STARTING TO CHECK WALMART’S SCALES - AND THE NUMBERS DON’T MATCH A man shows on video how Americans are being scammed by the scales. He films while saying that you can grab items straight off the shelf at Walmart yourself, bring it over to the store’s own scale, and the weight you’re charged for does not match what the product actually weighs. In the video, he picks up a ham labeled 5.34 pounds and priced at $25.59. He places it on the scale. The scale reads only 2.24 pounds. That's not a mistake. That's not packaging. That's not “rounding.” That's less than half the weight while charging customers full price. Walmart priced this ham at $25.59, but at their own per-pound rate it should’ve been about $10.75. That’s nearly a 140% markup on weight that wasn’t there. If you’re in a hurry and trust the label, you pay for food that isn’t there and you walk out without ever knowing it. So how long has this been happening and how many Americans are getting robbed every single day?

🚨 PEOPLE ARE STARTING TO CHECK WALMART’S SCALES - AND THE NUMBERS DON’T MATCH A man shows on video how Americans are being scammed by the scales. He films while saying that you can grab items straight off the shelf at Walmart yourself, bring it over to the store’s own scale, and the weight you’re charged for does not match what the product actually weighs. In the video, he picks up a ham labeled 5.34 pounds and priced at $25.59. He places it on the scale. The scale reads only 2.24 pounds. That's not a mistake. That's not packaging. That's not “rounding.” That's less than half the weight while charging customers full price. Walmart priced this ham at $25.59, but at their own per-pound rate it should’ve been about $10.75. That’s nearly a 140% markup on weight that wasn’t there. If you’re in a hurry and trust the label, you pay for food that isn’t there and you walk out without ever knowing it. So how long has this been happening and how many Americans are getting robbed every single day?

HustleBitch

60,295 Aufrufe • vor 6 Monaten

A performer reactor once said that what makes Heeseung stand out is how his stage presence shines, even when he’s not in the spotlight. His energy and performance radiate from every corner of the stage. If he can command attention like that from the sides, imagine the impact when he’s at the center. That’s true stage power. *** DANCER REACTION: "What I like about this is that he is feeling the choreo. He is the embodiment of it. He sticks out to me in this dance practice, specifically, maybe because of his facial expressions. What I feel is an aggressive energy in the movement, but it’s not necessarily the movements themselves that are aggressive—it’s actually in his facial expressions. That’s what I really love about the balance in this section: we get that aggressive feeling not from the movement itself but from his facial expressions and the overall performance, especially in how he uses his face. I love that!" ***

A performer reactor once said that what makes Heeseung stand out is how his stage presence shines, even when he’s not in the spotlight. His energy and performance radiate from every corner of the stage. If he can command attention like that from the sides, imagine the impact when he’s at the center. That’s true stage power. * DANCER REACTION: "What I like about this is that he is feeling the choreo. He is the embodiment of it. He sticks out to me in this dance practice, specifically, maybe because of his facial expressions. What I feel is an aggressive energy in the movement, but it’s not necessarily the movements themselves that are aggressive—it’s actually in his facial expressions. That’s what I really love about the balance in this section: we get that aggressive feeling not from the movement itself but from his facial expressions and the overall performance, especially in how he uses his face. I love that!" *

• SHANTI • 🎧

35,327 Aufrufe • vor 1 Jahr

Elon Musk was asked what happens to people when the machines no longer need them. He didn’t soften it. Musk: “There will be fewer and fewer jobs that a robot cannot do better. These are not things I wish would happen. They probably will.” Sit with that second sentence. He is not celebrating. He is not selling a vision. He is telling you what he believes is inevitable and admitting he wishes it weren’t. That is not optimism. That is a confession. Most people are still arguing over whether this is real. Whether it’s their job or someone else’s. Whether the timeline is years away or decades. Musk isn’t arguing. He resolved it. And it bothers him. Musk: “I think ultimately we will have to have some kind of universal basic income. I don’t think we’re going to have a choice.” Not a political position. Not a utopian proposal. A concession. We are building something so capable that human labor stops being a required input to the economy. The machine does not need rest. It does not need a salary. It does not call in sick. It does not ask for a raise. And it improves every single month. The jobs that feel safe right now are not safe because they are irreplaceable. They feel safe because the technology hasn’t fully arrived yet. It’s arriving. Musk: “How do people then have meaning? If there’s not a need for your labor, what’s the meaning? Do you feel useless?” He said that is the harder problem. Not the economics. Not the policy. Not how you fund UBI or make it hold. The harder problem is what happens to a person who built their entire identity around being needed. That is most people. You were trained from childhood to believe your value is what you produce. That your worth is what you earn. That rest is something you survive the week to reach, not something you deserve simply by existing. When the machine removes the need for your labor, that belief does not update. It breaks. The people least prepared for that moment are the ones who worked the hardest. The ones who took the most pride in being indispensable. The ones who made work the whole answer. Losing the job is survivable. Losing the reason to get up is not. That is what Musk is actually asking. Not how do we pay people. How do we build a world where people still feel like they matter when the economy no longer needs them. Nobody in power is seriously working on that answer. The machine didn’t wait.

Elon Musk was asked what happens to people when the machines no longer need them. He didn’t soften it. Musk: “There will be fewer and fewer jobs that a robot cannot do better. These are not things I wish would happen. They probably will.” Sit with that second sentence. He is not celebrating. He is not selling a vision. He is telling you what he believes is inevitable and admitting he wishes it weren’t. That is not optimism. That is a confession. Most people are still arguing over whether this is real. Whether it’s their job or someone else’s. Whether the timeline is years away or decades. Musk isn’t arguing. He resolved it. And it bothers him. Musk: “I think ultimately we will have to have some kind of universal basic income. I don’t think we’re going to have a choice.” Not a political position. Not a utopian proposal. A concession. We are building something so capable that human labor stops being a required input to the economy. The machine does not need rest. It does not need a salary. It does not call in sick. It does not ask for a raise. And it improves every single month. The jobs that feel safe right now are not safe because they are irreplaceable. They feel safe because the technology hasn’t fully arrived yet. It’s arriving. Musk: “How do people then have meaning? If there’s not a need for your labor, what’s the meaning? Do you feel useless?” He said that is the harder problem. Not the economics. Not the policy. Not how you fund UBI or make it hold. The harder problem is what happens to a person who built their entire identity around being needed. That is most people. You were trained from childhood to believe your value is what you produce. That your worth is what you earn. That rest is something you survive the week to reach, not something you deserve simply by existing. When the machine removes the need for your labor, that belief does not update. It breaks. The people least prepared for that moment are the ones who worked the hardest. The ones who took the most pride in being indispensable. The ones who made work the whole answer. Losing the job is survivable. Losing the reason to get up is not. That is what Musk is actually asking. Not how do we pay people. How do we build a world where people still feel like they matter when the economy no longer needs them. Nobody in power is seriously working on that answer. The machine didn’t wait.

Dustin

247,107 Aufrufe • vor 4 Monaten

Tom Brady shares what he tells every college athlete he meets and it's not what they expect. "I hope this experience is hard for you. I hope it's not easy." "I hope today in this game you're losing in the 4th quarter and you look at each other in the eye and try to figure out solutions to how you're gonna win the game." "That's how you're gonna find out what you're made of." You find out who you are when you are challenged. Expect adversity. Expect tough moments. "Life is hard. The challenges of life are hard." "This program is hard. It's built on toughness. It's built on resilience. And that's what I wanna see from this team." You can't wish for easy or hope for easy. Adversity is a gift if you let it be. (🎥 Fox)

Tom Brady shares what he tells every college athlete he meets and it's not what they expect. "I hope this experience is hard for you. I hope it's not easy." "I hope today in this game you're losing in the 4th quarter and you look at each other in the eye and try to figure out solutions to how you're gonna win the game." "That's how you're gonna find out what you're made of." You find out who you are when you are challenged. Expect adversity. Expect tough moments. "Life is hard. The challenges of life are hard." "This program is hard. It's built on toughness. It's built on resilience. And that's what I wanna see from this team." You can't wish for easy or hope for easy. Adversity is a gift if you let it be. (🎥 Fox)

Coach AJ 🎯 Mental Fitness

336,285 Aufrufe • vor 2 Monaten

THIS!! 🔥👇🏼 “This is exactly what we voted for and we’re not backing down from that! He is not just the best President of our lifetime, he is the first one in decades to actually put America first without apology! So call it a trade war if you want but we’re calling it taking back this country!”

THIS!! 🔥👇🏼 “This is exactly what we voted for and we’re not backing down from that! He is not just the best President of our lifetime, he is the first one in decades to actually put America first without apology! So call it a trade war if you want but we’re calling it taking back this country!”

TONY™

53,319 Aufrufe • vor 1 Jahr

This one’s big. Atlassian just dropped something a lot of us have been waiting for. Rovo Dev is an AI coding assistant that finally fits how Atlassian teams actually work! 🔥 Think Claude Code, but with some unique twists: → Built-in integration with Atlassian Jira, Atlassian Confluence, and Atlassian Bitbucket → Persistent memory across sessions for ongoing collaboration → Enterprise-grade controls: permissions, audit logs, zero data retention by default (!!) It also supports model routing across OpenAI, Anthropic, and open-source models like Llama / Gemma... not something you'd get with Claude or Gemini CLI! 👇 But here’s the real kicker: Rovo uses Atlassian’s Teamwork Graph to surface data from your Jira issues, Confluence docs, and code repos. So when Rovo answers, it’s not guessing: it’s grounded in your actual projects, teams, and task history 🧠 It also speaks MCP, so you can hook in other tools and data sources to take it even further. During my tests, I had Rovo Dev build a full app from scratch. It managed the entire flow autonomously, with updates instantly reflected across Jira and Confluence. IMO for anyone using Atlassian tools a lot, Rovo's a no brainer. I don’t use Jira much these days, but after years deep in it, I really wish this had existed back then! :) Big thanks to Atlassian for the collab, I learned a ton in the process! More about Rovo Dev here →

This one’s big. Atlassian just dropped something a lot of us have been waiting for. Rovo Dev is an AI coding assistant that finally fits how Atlassian teams actually work! 🔥 Think Claude Code, but with some unique twists: → Built-in integration with Atlassian Jira, Atlassian Confluence, and Atlassian Bitbucket → Persistent memory across sessions for ongoing collaboration → Enterprise-grade controls: permissions, audit logs, zero data retention by default (!!) It also supports model routing across OpenAI, Anthropic, and open-source models like Llama / Gemma... not something you'd get with Claude or Gemini CLI! 👇 But here’s the real kicker: Rovo uses Atlassian’s Teamwork Graph to surface data from your Jira issues, Confluence docs, and code repos. So when Rovo answers, it’s not guessing: it’s grounded in your actual projects, teams, and task history 🧠 It also speaks MCP, so you can hook in other tools and data sources to take it even further. During my tests, I had Rovo Dev build a full app from scratch. It managed the entire flow autonomously, with updates instantly reflected across Jira and Confluence. IMO for anyone using Atlassian tools a lot, Rovo's a no brainer. I don’t use Jira much these days, but after years deep in it, I really wish this had existed back then! :) Big thanks to Atlassian for the collab, I learned a ton in the process! More about Rovo Dev here →

Charly Wargnier

58,153 Aufrufe • vor 9 Monaten

🚨 WOW! This is EXACTLY the kind of man President Trump really is "This is the most powerful man in the world and yet he purposefully DELAYED his schedule so he could spend more time with the families of hostages, and hostages who had been freed in previous deals that he supported." "What stood out to me is how much he actually cares about the region and the people here!" "And when you think about what this means, it means that you have a leader who is looking toward the future with an understanding of the realities on the ground." It's precisely who and what I voted for. 🇺🇸

🚨 WOW! This is EXACTLY the kind of man President Trump really is "This is the most powerful man in the world and yet he purposefully DELAYED his schedule so he could spend more time with the families of hostages, and hostages who had been freed in previous deals that he supported." "What stood out to me is how much he actually cares about the region and the people here!" "And when you think about what this means, it means that you have a leader who is looking toward the future with an understanding of the realities on the ground." It's precisely who and what I voted for. 🇺🇸

Eric Daugherty

130,393 Aufrufe • vor 9 Monaten