Loading video...

Video Failed to Load

Go Home

Cursor’s final interview is a non-negotiable two-day onsite where they simulate solving real problems. This would be a recruiting team’s nightmare. CEO Michael Truell admitted the company has tried to get rid of it several times. But this strategy is so critical to hiring for talent density that Cursor...

aschwags3's profile picture

adriane schwager

29,330 subscribers

224,837 views • 22 days ago •via X (Twitter)

Science & TechnologyEducationNews & Politics
LIVE

Anya Rossi• Live Now

Private livecam show

0 Comments

No comments available

Comments from the original post will appear here

Related Videos

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”
1:19

Naval Ravikant on the importance of hiring high-agency people Naval defines agency as: “People who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions.” He believes this is important because “building a startup is an infinite set of problems that are being thrown at you.” And there comes a day where you can’t even look at every problem your company is facing—let alone solve every one of them. He cites the Vinod Khosla aphorism: "The team you build is the company you build, not the plan you make.” And your ability to solve problems is based entirely on how many problem-solvers you have at your company. As Naval puts it: “If you have somebody who takes 10% of your time and management to solve problems, you can only have 10 of those people working with you. But if somebody takes 5%, you can have 20 of those people.” When building Airchat and AngelList, he thought of each team as a Navy Seal team: “Everyone is just really good at what they do. They know their job. They do it. They don’t complain. They’re not egotistical about it. And if they have to constantly be corrected, led around by the nose, you have to clean up after them, or you question their judgement, it’s not going to work out.”

Startup Archive

552,837 views • 2 years ago

Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."
1:43

Why Brian still obsesses over recruiting: "Sam Altman (Sam Altman) told me you're going to spend 50% of your time on hiring. I never did. It was my death blow. As a leader, you can choose if you want to spend time hiring or managing. The more time you spend on recruiting, the less time you get to spend on management. The first and last call I make every day is the recruiting team, still. I probably spend two, three hours on it every day. The 2000s, I didn't. I thought it was all about having a recruiting machine, managing people. The great thing is I don't manage as much anymore because the really good people are self managing. People should think about their first employee being a recruiter, not an engineer. Because they are the ones that get you every other person. A company is as good as its people. The difference between the good companies and the great companies are the people."

Patrick OShaughnessy

369,857 views • 3 months ago

Mike Vrabel shares the standard that he's building in New England. He set the tone with his first message to the team: "We're going to earn the right to be here every day. We're going to remove entitlement from our football team." It means show up and prove it every day. "If they care about the team and they come here with a great attitude and a willingness to work and help the team - we're going to do everything we can to support them and their families." The standard: 1. Earn it every day. Be grateful for the opportunity. 2. Care about the people around you. 3. Bring a positive attitude and mindset. 4. Effort and finish are non-negotiable. Entitlement is removed - gratitude is expected. Everything is earned. That's the culture and the standard. (🎥 New England Patriots)
0:43

Mike Vrabel shares the standard that he's building in New England. He set the tone with his first message to the team: "We're going to earn the right to be here every day. We're going to remove entitlement from our football team." It means show up and prove it every day. "If they care about the team and they come here with a great attitude and a willingness to work and help the team - we're going to do everything we can to support them and their families." The standard: 1. Earn it every day. Be grateful for the opportunity. 2. Care about the people around you. 3. Bring a positive attitude and mindset. 4. Effort and finish are non-negotiable. Entitlement is removed - gratitude is expected. Everything is earned. That's the culture and the standard. (🎥 New England Patriots)

Coach AJ 🎯 Mental Fitness

186,626 views • 6 months ago

Kobe Bryant said he wore No. 24 because it was a daily reminder to himself to live each day like it was his last “Philosophically, it carried a significance. It was about approaching every day as if it was my last.” “Shaq’s gone. I have to drive this team every day. There are no days off.” “You come to practice… We’re going.” “Every time I look at that number… Today is the most important day.’ Today is the day.’” “‘It’s one day.’ 24 hours. ‘That’s it.’” “That helped me stay locked in.”
0:38

Kobe Bryant said he wore No. 24 because it was a daily reminder to himself to live each day like it was his last “Philosophically, it carried a significance. It was about approaching every day as if it was my last.” “Shaq’s gone. I have to drive this team every day. There are no days off.” “You come to practice… We’re going.” “Every time I look at that number… Today is the most important day.’ Today is the day.’” “‘It’s one day.’ 24 hours. ‘That’s it.’” “That helped me stay locked in.”

Josh Chambers

71,511 views • 13 days ago

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)
0:59

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel "Peter Thiel used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it's insulting to be asked to do just one thing. But Peter would enforce this pretty strictly. He'd basically say: 'I will not talk to you about anything else except for this one thing that I've assigned to you. I don't want to hear about how great you're doing in this other area. Just focus until you conquer this one problem.'... The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they're difficult--you don't wake up in the morning with a solution to them, so you tend to procrastinate... If you have a company that's always solving B+ problems, you'll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it" Video source: Y Combinator (2014)

Startup Archive

108,875 views • 1 year ago

The Bitcoiners tried to put this interview with BlackRock Chief Investment Officer out as the typical Bitcoin Bitcoin Bitcoin(because that's how they roll) interview but here are the adult clips: Quote From BlackRock CIO: "We are really focused on the utility of bridges to investors....looking for real world problems to solve...is a much better place to start. Brad Garlinghouse has said this probably a hundred times in different ways. "There is that 1% where I think that is focused on solving a real problem for real customers and is able to do that at scale and that's going to be game changing." - Brad Garlinghouse
3:04

The Bitcoiners tried to put this interview with BlackRock Chief Investment Officer out as the typical Bitcoin Bitcoin Bitcoin(because that's how they roll) interview but here are the adult clips: Quote From BlackRock CIO: "We are really focused on the utility of bridges to investors....looking for real world problems to solve...is a much better place to start. Brad Garlinghouse has said this probably a hundred times in different ways. "There is that 1% where I think that is focused on solving a real problem for real customers and is able to do that at scale and that's going to be game changing." - Brad Garlinghouse

Digital Asset Investor

20,759 views • 1 year ago

Sam Altman said it straight in a CNBC interview: the companies adopting AI the most are hiring the most, and the ones doing layoffs are the ones adopting AI the least. This completely flips the narrative that AI is killing jobs. At the end of the day, AI is a productivity tool. Yes, some jobs will become redundant and obsolete, that is how it is for every technological revolution. But those who adopt quickly will have a higher chance of making it.
0:38

Sam Altman said it straight in a CNBC interview: the companies adopting AI the most are hiring the most, and the ones doing layoffs are the ones adopting AI the least. This completely flips the narrative that AI is killing jobs. At the end of the day, AI is a productivity tool. Yes, some jobs will become redundant and obsolete, that is how it is for every technological revolution. But those who adopt quickly will have a higher chance of making it.

Lark Davis

16,253 views • 2 months ago

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."
2:07

Brian still spends over two hours a day on recruiting and personally hires the top 200 people at Airbnb. I loved this idea of being in the flow of talent to find the best people: "Don't do searches. Build pipelines. I try to map out all the best people in the Valley. So let's say I need to hire really good engineers. I don't do searches. I just informationally meet the best engineers in the world. Every meeting, the job is to get the next meeting, meet someone else. The mistake people make when they hire. They go, "I need to hire a blank." So they hire a search firm. They give you 50 profiles, and you pick the best one. That is the wrong way to do it. The best way to do it is pipeline recruiting. You're constantly recruiting, you're constantly meeting people. in advance of searches. And all of it is referral based. The two ways to find out if people are good – is to start with the results and work backwards to the people. Find an ad you like and figure out who made that ad. Start with the results. Work backwards to people. Don't start with the resume. The other thing to do is just keep asking people to build your Rolodex. The moment I find somebody that's really good, I ask them who all the best people they know are. And I build these little mafias and they tell you who the other good people are. I am the co-hiring manager for the top 200 people in the company. This is very radical. A lot of CEOs think it's their job to hire their executive team, and their executive team hires their team. I think that is fatal. You always want to be marrying up, hiring people of the future. It should be like we're reaching. If you can hire them without my help, we're not reaching far enough. You want to hire the very best person you can."

Patrick OShaughnessy

317,097 views • 3 months ago

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it’s insulting to be asked to do just one thing, but Peter would enforce this pretty strictly.” Thiel would say: “I will not talk to you about anything else except for this one thing that I’ve assigned to you. I don’t want to hear about how great your doing in this other area. Just focus until you conquer this one problem.” Keith explains: “The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they’re difficult—you don’t wake up in the morning with a solution to them, so you tend to procrastinate… If you have a company that’s always solving B+ problems, you’ll grow and add value, but you’ll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it.” Video source: Y Combinator (2014)
1:02

Keith Rabois on the “one person, one problem" framework he learned from Peter Thiel “You need to spend a lot of time focusing people. This is something I learned from Peter Thiel. He used to insist at PayPal that every single person could only do exactly one thing. And we all rebelled. You feel like it’s insulting to be asked to do just one thing, but Peter would enforce this pretty strictly.” Thiel would say: “I will not talk to you about anything else except for this one thing that I’ve assigned to you. I don’t want to hear about how great your doing in this other area. Just focus until you conquer this one problem.” Keith explains: “The insight behind this is that most people will solve problems that they understand how to solve. Roughly speaking, they will solve B+ problems instead of A+ problems. A+ problems are high-impact problems for your company but they’re difficult—you don’t wake up in the morning with a solution to them, so you tend to procrastinate… If you have a company that’s always solving B+ problems, you’ll grow and add value, but you’ll never create the breakthrough idea because no one is spending 100% of their time banging their head against the wall every day until they solve it.” Video source: Y Combinator (2014)

Startup Archive

81,796 views • 1 year ago

Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList
1:16

Naval Ravikant explains the importance of hiring high-agency people “[Hire] people who just solve problems without even being asked to solve the problem—they identify the problem, they go solve it, they don’t even necessarily have to update you every step of the way, they’re not asking silly questions, and they’re just coming up with solutions. Because building a startup is an infinite set of problems that are being thrown at you.” Video Source: AngelList

Startup Archive

372,539 views • 2 years ago

I’m hiring exceptional software engineers for my team at SpaceX. We are a small team based in Redmond, WA (onsite) that owns key parts of the Starlink user experience: the mobile app, customer support, AI integrations. No PMs. No designers. You ship from day one to millions of customers. If this sounds interesting, DM me something impressive you’ve built.
0:24

I’m hiring exceptional software engineers for my team at SpaceX. We are a small team based in Redmond, WA (onsite) that owns key parts of the Starlink user experience: the mobile app, customer support, AI integrations. No PMs. No designers. You ship from day one to millions of customers. If this sounds interesting, DM me something impressive you’ve built.

Aaron Grider

292,353 views • 2 months ago

hiring people to look successful is one of the fastest ways to go broke. a few years ago i was burning over $10k a month on a team i'd just accumulated over the years. "this guy's got 8 kids, keep him on." "i like his attitude, keep this guy on." barely used half of them. no ROI. just cash leaving every month so i could feel like a CEO. here's what i learned: 1) money is energy you transfer to get a return. every dollar out should bring something back. if it doesn't, you're not building a team, you're funding your own ego. 2) you don't need a massive team anymore. with AI and the tools we have now, a lean crew of a few sharp people outpaces corporations with hundreds of employees. 3) only hire for a specific bottleneck. the thing you bang your head against or waste hours on. for me it was video editing. i'm good at it but it drains me. so i hired it out. that frees you to do the one thing only you can do. 4) find the single activity that grows the business if you do more of it. your job for the next 12-18 months is to do that one thing 99% of the time and hand everything else off. stop hiring to look big. start hiring to remove what's slowing you down.
2:57

hiring people to look successful is one of the fastest ways to go broke. a few years ago i was burning over $10k a month on a team i'd just accumulated over the years. "this guy's got 8 kids, keep him on." "i like his attitude, keep this guy on." barely used half of them. no ROI. just cash leaving every month so i could feel like a CEO. here's what i learned: 1) money is energy you transfer to get a return. every dollar out should bring something back. if it doesn't, you're not building a team, you're funding your own ego. 2) you don't need a massive team anymore. with AI and the tools we have now, a lean crew of a few sharp people outpaces corporations with hundreds of employees. 3) only hire for a specific bottleneck. the thing you bang your head against or waste hours on. for me it was video editing. i'm good at it but it drains me. so i hired it out. that frees you to do the one thing only you can do. 4) find the single activity that grows the business if you do more of it. your job for the next 12-18 months is to do that one thing 99% of the time and hand everything else off. stop hiring to look big. start hiring to remove what's slowing you down.

Dylan Madden

10,989 views • 28 days ago

OpenClaw just got a plugin nobody is talking about. And it can replace a whole operations team. It is called Paperclip. It lets you build a full AI company on your own computer. You get an AI CEO. You get a marketing team. You get a tech team. They have real memory so they never forget a task. They wake up every day and do the work for you. You do not have to manage them or pay them a salary. Your data stays safe because it runs on your hardware. Here is how to start today. Go to GitHub and download OpenClaw. Install the Paperclip dashboard inside it. Pick one task and hire your first AI worker.
8:46

OpenClaw just got a plugin nobody is talking about. And it can replace a whole operations team. It is called Paperclip. It lets you build a full AI company on your own computer. You get an AI CEO. You get a marketing team. You get a tech team. They have real memory so they never forget a task. They wake up every day and do the work for you. You do not have to manage them or pay them a salary. Your data stays safe because it runs on your hardware. Here is how to start today. Go to GitHub and download OpenClaw. Install the Paperclip dashboard inside it. Pick one task and hire your first AI worker.

Julian Goldie SEO

33,889 views • 5 months ago

There is a massive advantage to hiring young people, and Shopify was the first company to figure it out, says Pragmatic Engineer's Gergely Orosz. "Shopify's Head of Engineering Farhan Thawar told me that he saw something interesting years back. Shopify was so early to AI. They got Copilot licenses for everyone, with no cost limit. But they didn't see many teams using it." "But there was this one team that was using it a lot more. There was an intern on the team. They onboarded the intern and gave the intern his two-week task and the intern was done in a day. And they're like, 'How did you do that?' He's like, 'Oh well I just used AI? What's next?'" "And suddenly the people on the team felt stupid, right? So they started to learn from the intern and use AI." "The next thing Farhan did was hire an intern for every single Shopify team. This is why Shopify had a thousand interns."
1:27

There is a massive advantage to hiring young people, and Shopify was the first company to figure it out, says Pragmatic Engineer's Gergely Orosz. "Shopify's Head of Engineering Farhan Thawar told me that he saw something interesting years back. Shopify was so early to AI. They got Copilot licenses for everyone, with no cost limit. But they didn't see many teams using it." "But there was this one team that was using it a lot more. There was an intern on the team. They onboarded the intern and gave the intern his two-week task and the intern was done in a day. And they're like, 'How did you do that?' He's like, 'Oh well I just used AI? What's next?'" "And suddenly the people on the team felt stupid, right? So they started to learn from the intern and use AI." "The next thing Farhan did was hire an intern for every single Shopify team. This is why Shopify had a thousand interns."

TBPN

135,588 views • 6 months ago

“The team that gets him (Giannis) will be the team that’s the most desperate to have him. To me, that screams out the Miami Heat. They are always superstar hunting. This doesn’t fit the Celtics archetype of how they conduct their team building. At a point, it comes down to the Godfather. My offer is my offer.” — Vincent Goodwill on Giannis
0:50

“The team that gets him (Giannis) will be the team that’s the most desperate to have him. To me, that screams out the Miami Heat. They are always superstar hunting. This doesn’t fit the Celtics archetype of how they conduct their team building. At a point, it comes down to the Godfather. My offer is my offer.” — Vincent Goodwill on Giannis

Heat Central

54,034 views • 1 month ago

#CanadianGP 🇨🇦 | Lewis Hamilton post race: “It’s the happiest day of my days at Ferrari so far. Feels great to be able to put the Ferrari on the podium and to get my first 2nd place with the team in the main race.” ❤️ “So proud of the team for working so hard. I finally have the engineering team that I’ve been working towards. I think our car is great, the guys did a fantastic job over the winder to get the car where it is. I think I understand it a lot better, I’m much more comfortable with it.” “Whilst we’re not exactly where we wanna be, to get a result like this… This is awesome and a big thanks to the team.”
0:51

#CanadianGP 🇨🇦 | Lewis Hamilton post race: “It’s the happiest day of my days at Ferrari so far. Feels great to be able to put the Ferrari on the podium and to get my first 2nd place with the team in the main race.” ❤️ “So proud of the team for working so hard. I finally have the engineering team that I’ve been working towards. I think our car is great, the guys did a fantastic job over the winder to get the car where it is. I think I understand it a lot better, I’m much more comfortable with it.” “Whilst we’re not exactly where we wanna be, to get a result like this… This is awesome and a big thanks to the team.”

deni

62,226 views • 2 months ago

Sam Altman said something recently that most people skimmed and immediately forgot. That was a mistake. Altman: “If it’s me and X hundred GPUs, we can do the work of a whole software team.” Not twice as fast. Not three times as efficient. One person. One team’s output. Zero team. The entire architecture of the modern company was built to solve a single problem. Coordinating human labor. Org charts. Management layers. Hiring pipelines. Performance reviews. HR departments. Slack channels with forty people and no decisions. Every piece of corporate infrastructure exists because humans are slow, expensive, and need to be organized. Remove the coordination problem and the infrastructure collapses on contact. We spent two years debating whether AI makes workers more productive. That was the wrong debate entirely. 2x productivity is a raise. One person replacing an entire team is a structural extinction event. Altman: “You start to hear people say I’m able to do the work of a whole team with these tools.” This is not a productivity story. This is a headcount story. Every company on Earth is currently valued on the assumption that scaling output requires scaling people. That assumption is wrong. It was always wrong. We just never had the tool to prove it. The company that figures this out first does not get a competitive advantage. It gets an irreversible one. One operator. Hundreds of GPUs. The output of a team that no longer needs to exist. No salaries. No standups. No friction. Most people will read Altman’s words, nod, and scroll past. A small number will understand that something structural just shifted beneath them. They will build accordingly. The companies that define the next decade will not be the ones with the most people. They will be the ones with the fewest people who understood what compute replaced. For a hundred years, you needed more people to do more work. That was never a strategy. It was a constraint we mistook for a law. The org chart was a monument to human limitation. The limitation just vanished. And everything built on top of it is now standing on nothing.
1:06

Sam Altman said something recently that most people skimmed and immediately forgot. That was a mistake. Altman: “If it’s me and X hundred GPUs, we can do the work of a whole software team.” Not twice as fast. Not three times as efficient. One person. One team’s output. Zero team. The entire architecture of the modern company was built to solve a single problem. Coordinating human labor. Org charts. Management layers. Hiring pipelines. Performance reviews. HR departments. Slack channels with forty people and no decisions. Every piece of corporate infrastructure exists because humans are slow, expensive, and need to be organized. Remove the coordination problem and the infrastructure collapses on contact. We spent two years debating whether AI makes workers more productive. That was the wrong debate entirely. 2x productivity is a raise. One person replacing an entire team is a structural extinction event. Altman: “You start to hear people say I’m able to do the work of a whole team with these tools.” This is not a productivity story. This is a headcount story. Every company on Earth is currently valued on the assumption that scaling output requires scaling people. That assumption is wrong. It was always wrong. We just never had the tool to prove it. The company that figures this out first does not get a competitive advantage. It gets an irreversible one. One operator. Hundreds of GPUs. The output of a team that no longer needs to exist. No salaries. No standups. No friction. Most people will read Altman’s words, nod, and scroll past. A small number will understand that something structural just shifted beneath them. They will build accordingly. The companies that define the next decade will not be the ones with the most people. They will be the ones with the fewest people who understood what compute replaced. For a hundred years, you needed more people to do more work. That was never a strategy. It was a constraint we mistook for a law. The org chart was a monument to human limitation. The limitation just vanished. And everything built on top of it is now standing on nothing.

Dustin

26,721 views • 4 months ago

🚨 WHOA! President Trump just delivered a massive FAFO warning to Iran: "In one half of a day, they wouldn't have ONE bridge standing. They wouldn't have ONE electric generating plant standing. And they're back in the stone ages. I'd rather not do that!" "But I do believe they're going to come to the table on this because nobody can be so stupid as to say that we want to have nuclear weapons." "I could take out Iran in one day. I could take down in one in one hour." "I could have their entire energy, everything, every one of their plants, their electric generating plants, which is a big deal." "And I hate to do it because if I do it, it takes you 10 years to rebuild. They'll never be able to rebuild it." "And the other thing you take out of the bridges. I took out one just to show them because they went public with a statement that wasn't true. They admitted it." "I say, I'm going to take out a bridge. And I took out a bridge. And that was the end of that. Now they've been really behaving quite well."
2:07

🚨 WHOA! President Trump just delivered a massive FAFO warning to Iran: "In one half of a day, they wouldn't have ONE bridge standing. They wouldn't have ONE electric generating plant standing. And they're back in the stone ages. I'd rather not do that!" "But I do believe they're going to come to the table on this because nobody can be so stupid as to say that we want to have nuclear weapons." "I could take out Iran in one day. I could take down in one in one hour." "I could have their entire energy, everything, every one of their plants, their electric generating plants, which is a big deal." "And I hate to do it because if I do it, it takes you 10 years to rebuild. They'll never be able to rebuild it." "And the other thing you take out of the bridges. I took out one just to show them because they went public with a statement that wasn't true. They admitted it." "I say, I'm going to take out a bridge. And I took out a bridge. And that was the end of that. Now they've been really behaving quite well."

Eric Daugherty

204,526 views • 4 months ago

As a first step, we are launching NaijaCivicTech, an open source platform where Nigerian in tech curate and build tiny tools that solve specific Nigerian problems together this is not a startup, not a pitch deck, just working software in the open, built for Nigeria for ease. The current goal is to achieve two things: 1. Community to curate all existing tools that have attempted to solve a problem but are not well known. 2. Community to suggest problems, tools and project that solves a specific problem It's day 1, let's see how far we can go.
1:51

As a first step, we are launching NaijaCivicTech, an open source platform where Nigerian in tech curate and build tiny tools that solve specific Nigerian problems together this is not a startup, not a pitch deck, just working software in the open, built for Nigeria for ease. The current goal is to achieve two things: 1. Community to curate all existing tools that have attempted to solve a problem but are not well known. 2. Community to suggest problems, tools and project that solves a specific problem It's day 1, let's see how far we can go.

U N C L E BIGBAY ✨

33,864 views • 4 months ago