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Engineer star

39,672 просмотров • 2 месяцев назад •via X (Twitter)

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Jensen Huang: “If that $500,000 engineer did not consume at least $250,000 worth of tokens, I'm going to be deeply alarmed.” The Nvidia CEO expects his highly paid engineers to be spending at least HALF their salaries on tokens to supercharge their abilities. @jason: “ The conversation we've had on the pod a number of times is, ‘Oh my God, look at the token usage in our companies.’ It is growing massively.” “And some people are asking, ‘Hey, when I join a company, how many tokens do I get? Because I want to be an effective employee.’” “You've postulated, I believe, $75,000 in tokens for each engineer, something like that.” “So are you spending, at Nvidia, $1 billion, $2 billion on tokens for your engineering team right now?” Jensen: “We're trying to.” “Let me give you the thought experiment: Let's say you have a software engineer or AI researcher and you pay them $500,000 a year. We do that all the time.” “That $500,000 engineer, at the end of the year, I'm going to ask them, how much did you spend in tokens?” “If that person said, ‘$5,000,’ I will go ape… something else.” “If that $500,000 engineer did not consume at least $250,000 worth of tokens, I'm going to be deeply alarmed. “And this is no different than one of our chip designers who says, ‘Guess what? I'm just going to use paper and pencil, I don't think I'm going to need any CAD tools.’” Jason: “This is a real paradigm shift, to start thinking about these all-star employees, it almost reminds me of what we learned in the NBA when LeBron James started spending a million dollars a year just on his health and his body, like in maintaining it. Here he is at age 41, still playing.” “These are incredible knowledge workers. Why wouldn't we give them superhuman abilities?”

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Facebook VP of Growth Alex Schultz: “Startups should not have growth teams” It’s easy to forget that Facebook didn’t create their growth team until 2007, when they already had tens of millions of users. Alex points out a common mistake startups often make: “Startups should not have growth teams. The whole company should be the growth team. The CEO should be the head of growth. You need someone to set a north star for you about where the company wants to go and that person needs to be the person leading the company, from what I’ve seen.” At Facebook, Mark Zuckerberg selected monthly active users as the north star metric he made the world hold the company accountable to. At WhatsApp, Jan Koum published daily sends. Airbnb chose nights booked and benchmarked themselves against the largest hotel chains in the world. Alex continues: “When you’re operating for growth, it is critical that you have that north star and define it as a leader. The reason this matters is the second you have more than one person working on anything, you cannot control what everyone is doing… And the thing is, it’s not clear to everybody what the most important thing is for a company.” For example, Jan could’ve chosen monthly active users for the North Star metric of WhatsApp, but if a person uses it once a month, is WhatsApp really their primary messaging app? Picking a north star metric and holding the entire company accountable to it helps ensure that when an engineer and designer go to build that new feature, they’re optimizing for the right thing. But if you’re the CEO, don’t get too caught on picking the perfect north star metric. Alex explains: “They’re probably all correlated to each other, so it’s fine to pick almost any metric. Whichever one you feel best about, that aligns with your mission and values, go for that one. But realistically, DAUs is fairly correlated to MAUs. We could have gone with either one…. Pick the one that fits with you and that you know you’re going to be able to stick with for a long time. But have a north star.” Video source: Y Combinator (2014)

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Marc Andreessen says Elon Musk runs 120 design reviews a day in 5-minute slots. He does this while running six different companies at once. Andreessen says Elon maps each company as a production process. Each process has one bottleneck — the single thing slowing it down. Elon finds the engineer working on that bottleneck and sits with them until it's fixed. He does this at Tesla 52 times a year. Personally. "There's no CEO like this." Most CEOs run their companies through a wall of middle managers. Andreessen watched IBM collapse under that model. Inside IBM, they had a name for the failure mode: the "Big Gray Cloud." It was the traveling court of suited men who kept the CEO away from engineers. After 12 layers of compounding lies, the CEO had no idea what was happening. Elon's method is the polar opposite. Design review math: - 5 minutes per engineer - 12 reviews per hour - 10 hours per day - 120 reviews per day An engineer described working for him as entering "a zone of shocking competence." On sustaining it, Elon's rule is: "I don't take vacations." What's the one weekly bottleneck in your work that nobody's fixing? P.S. I made a playbook breaking down 100+ most powerful decision making mental models used by history's greatest thinkers. 5,000+ downloads. 113 five-star reviews. Grab a free copy here: If you're new here, follow GeniusThinking for content on the greatest minds in economics, psychology, and history. — Marc Andreessen ( Marc Andreessen 🇺🇸 ), co-founder of a16z, on David Senra's ( David Senra ) podcast

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Marc Andreessen says Elon Musk runs 120 design reviews a day in 5-minute slots. He does this while running six different companies at once. Andreessen says Elon maps each company as a production process. Each process has one bottleneck — the single thing slowing it down. Elon finds the engineer working on that bottleneck and sits with them until it's fixed. He does this at Tesla 52 times a year. Personally. "There's no CEO like this." Most CEOs run their companies through a wall of middle managers. Andreessen watched IBM collapse under that model. Inside IBM, they had a name for the failure mode: the "Big Gray Cloud." It was the traveling court of suited men who kept the CEO away from engineers. After 12 layers of compounding lies, the CEO had no idea what was happening. Elon's method is the polar opposite. Design review math: - 5 minutes per engineer - 12 reviews per hour - 10 hours per day - 120 reviews per day An engineer described working for him as entering "a zone of shocking competence." On sustaining it, Elon's rule is: "I don't take vacations." What's the one weekly bottleneck in your work that nobody's fixing? If you're new here, GeniusThinking is a gallery for the greatest minds in economics, psychology, and history. Follow along for more similar content. P.S. I made a free toolkit breaking down 100+ mental models used by history's greatest thinkers. 5,000+ downloads. 113 five-star reviews. Grab your free copy here: — Marc Andreessen ( Marc Andreessen 🇺🇸 ), co-founder of a16z, on David Senra's ( David Senra ) podcast

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