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Greg Brockman talks about when OpenAI first realized that AGI can't be achieved with "Non-Profit" status and the decided to abandon its Non-Profit roots. "In 2017, we started to think very hard about, first of all, how do we really achieve the mission? How do we actually build an... AGI? What will that look like? And we started to do the math on compute. You start to realize that it is going to take a big computer. We came across a company called Cerebras, which was building a unique piece of computing hardware. The kind of computer that they were promising, we realized, was going to be far advanced from where our compute calculations looked. As you start to realize, if we could buy a lot of those computers, we could actually probably succeed at building an AGI. If we could get exclusive access to Cerebras, that could give us an overwhelming advantage. If we could buy very large data centers, that could be something unique as well. The thing about nonprofit fundraising is that I think there is essentially a cap to what is possible there. And so Elon, Sam, Ilya, and I all agreed that the only path forward for OpenAI, and the only path to achieve the mission, was to create a for-profit entity associated with OpenAI in some form. And so, we were committed to that direction. That is something that we knew was the only way to achieve the mission." --- From "The Knowledge Project Podcast" YT Channel (link in comment)show more

Rohan Paul

149,135 subscribers

10,204 次观看 • 1 个月前 •via X (Twitter)

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SAM ALTMAN BELIEVES AGI IS SOLVED “So now we're starting to look ahead to superintelligence.” - “When we started OpenAI, almost nine years ago now, we believed that AI could become the most impactful technology in human history. We didn't know exactly how we were going to get there, but we believed it was possible and that if we succeeded, we wanted to make sure that it benefited everyone. At the time, very few people believed in AGI. We kept learning by doing. We had some breakthroughs. We had some setbacks. We got lucky in some places. We got unlucky in some places. And in the way that technology moves forward, we now are in a place where everyone can see this tremendous impact that AI is going to have in the future. So now we're starting to look ahead to superintelligence. And even more than before, our focus must be on wide and fair access. This is a technology that will reshape the global economy and really the whole way we live our lives. It's critical that superintelligence becomes cheap, broadly available, and not that concentrated with any one person, company, or country. We, not just OpenAI, but the whole industry, we are building something PROFOUND. This is a kind of BRAIN OF THE WORLD. It'll be personal, adaptable, it'll be easy to use, it'll give people incredible superpowers that were sort of science fiction only a couple of years ago. The limit won't be the algorithms and the research, but it'll increasingly become the physical instantiation that it takes to make this work. Chips, cables, servers, energy, everything that you need to power this brain. And the more of it, the better. I think that Norway offers more of that potential right here in Europe. It will contribute to the overall compute power needed to drive the next wave of AI breakthroughs and deployment and economic progress for Europe and Europe. I'm incredibly excited about what this will create for the future. Thank you.”

SAM ALTMAN BELIEVES AGI IS SOLVED “So now we're starting to look ahead to superintelligence.” - “When we started OpenAI, almost nine years ago now, we believed that AI could become the most impactful technology in human history. We didn't know exactly how we were going to get there, but we believed it was possible and that if we succeeded, we wanted to make sure that it benefited everyone. At the time, very few people believed in AGI. We kept learning by doing. We had some breakthroughs. We had some setbacks. We got lucky in some places. We got unlucky in some places. And in the way that technology moves forward, we now are in a place where everyone can see this tremendous impact that AI is going to have in the future. So now we're starting to look ahead to superintelligence. And even more than before, our focus must be on wide and fair access. This is a technology that will reshape the global economy and really the whole way we live our lives. It's critical that superintelligence becomes cheap, broadly available, and not that concentrated with any one person, company, or country. We, not just OpenAI, but the whole industry, we are building something PROFOUND. This is a kind of BRAIN OF THE WORLD. It'll be personal, adaptable, it'll be easy to use, it'll give people incredible superpowers that were sort of science fiction only a couple of years ago. The limit won't be the algorithms and the research, but it'll increasingly become the physical instantiation that it takes to make this work. Chips, cables, servers, energy, everything that you need to power this brain. And the more of it, the better. I think that Norway offers more of that potential right here in Europe. It will contribute to the overall compute power needed to drive the next wave of AI breakthroughs and deployment and economic progress for Europe and Europe. I'm incredibly excited about what this will create for the future. Thank you.”

NIK

390,619 次观看 • 11 个月前

Reporter: You mentioned Iranian frozen funds could be used to buy American soy. Have the Iranians have already agreed to that? Vance: Yeah, that was something that came up yesterday. And we actually asked the qataris to help us set up the mechanism so that we could ensure that the money goes where we want it to go. And they agreed to do that. We have a good relationship, obviously, with them and a good operational oversight mechanism in place. But even with that said, even with the caveat that it's going to benefit American farmers and obviously benefit the people of Iran, we want both. But fundamentally, that money is not going to be unfrozen unless we continue to see progress. And that will obviously be a big part of the negotiation in the days to come.

Reporter: You mentioned Iranian frozen funds could be used to buy American soy. Have the Iranians have already agreed to that? Vance: Yeah, that was something that came up yesterday. And we actually asked the qataris to help us set up the mechanism so that we could ensure that the money goes where we want it to go. And they agreed to do that. We have a good relationship, obviously, with them and a good operational oversight mechanism in place. But even with that said, even with the caveat that it's going to benefit American farmers and obviously benefit the people of Iran, we want both. But fundamentally, that money is not going to be unfrozen unless we continue to see progress. And that will obviously be a big part of the negotiation in the days to come.

Acyn

96,994 次观看 • 6 天前

Platner: I think that if we are going to have a politics that is going to be representative of regular people, if we are going to have a politics that's going to allow us to move past the polarization and frankly, the division that we find ourselves in, we really need to understand that people are capable of changing. We need to we need to keep hope alive, that people that we may disagree with today, that we can find common ground with. Like if you listen to what I've been saying on the campaign trail across the state, that's what I'm trying to talk about. It is important to me that we realize that most of us, most Americans, have far more in common than we think we do, and we need to give each other grace, and we need to give each other space to grow and to evolve. Because if we can't do that, then I'm not really sure what the purpose of any of this is.

Platner: I think that if we are going to have a politics that is going to be representative of regular people, if we are going to have a politics that's going to allow us to move past the polarization and frankly, the division that we find ourselves in, we really need to understand that people are capable of changing. We need to we need to keep hope alive, that people that we may disagree with today, that we can find common ground with. Like if you listen to what I've been saying on the campaign trail across the state, that's what I'm trying to talk about. It is important to me that we realize that most of us, most Americans, have far more in common than we think we do, and we need to give each other grace, and we need to give each other space to grow and to evolve. Because if we can't do that, then I'm not really sure what the purpose of any of this is.

Acyn

147,957 次观看 • 8 个月前

Arteta: “We came here to win the game. I think the message was clear from three days before. We prepared to do that, to take the game to the areas that we believed we could win it. We certainly did that, even though we started the game with a goal down and psychologically we had to play with that. We've done it. “So we proved that we are there, but the reality is in the two boxes today was a difference and that's what decided the game. The styles have been different for the profile of players that we have available as well in certain areas, but the difference was 100 per cent, yes.”

Connor Humm

188,860 次观看 • 2 个月前

How can OpenAI with $13 billion in revenues make $1.4 trillion of spend commitments? (Source: Bg2 Pod ) Sam Altman: “First of all. We’re doing well more revenue than that. Second of all, Brad, if you want to sell your shares, I'll find you a buyer. I just, enough. I think there's a lot of people who would love to buy OpenAI shares. I think people who talk with a lot of breathless concern about our compute stuff or whatever, that would be thrilled to buy shares. So I think we could sell your shares or anybody else's to some of the people who are making the most noise on Twitter about this very quickly. We do plan for revenue to grow steeply. Revenue is growing steeply. We are taking a forward bet that it's going to continue to grow and that not only will ChatGPT keep growing, but we will be able to become one of the important AI clouds, that our consumer device business will be a significant and important thing, that AI that can automate science will create huge value. There are not many times that I want to be a public company, but one of the rare times it's appealing is when those people are writing these ridiculous OpenAI is about to go out of business. I would love to tell them they could just short the stock, and I would love to see them get burned on that. But we carefully plan. We understand where the technology, where the capability is going to grow and how the products we can build around that and the revenue we can generate. We might screw it up. This is the bet that we're making and we're taking a risk along with that. A certain risk is if we don't have the compute, we will not be able to generate the revenue or make the models at this kind of scale.” Satya Nadella: “And let me just say one thing as both a partner and an investor. There is not been a single business plan that I've seen from OpenAI that they've put in and not beaten it. So in some sense, this is the one place where in terms of their growth and just even the business, it's been unbelievable execution, quite frankly. I mean, obviously, OpenAI, everyone talks about all the success and the usage and what have you. But even I'd say all up, the business execution has been just pretty unbelievable.”

How can OpenAI with $13 billion in revenues make $1.4 trillion of spend commitments? (Source: Bg2 Pod ) Sam Altman: “First of all. We’re doing well more revenue than that. Second of all, Brad, if you want to sell your shares, I'll find you a buyer. I just, enough. I think there's a lot of people who would love to buy OpenAI shares. I think people who talk with a lot of breathless concern about our compute stuff or whatever, that would be thrilled to buy shares. So I think we could sell your shares or anybody else's to some of the people who are making the most noise on Twitter about this very quickly. We do plan for revenue to grow steeply. Revenue is growing steeply. We are taking a forward bet that it's going to continue to grow and that not only will ChatGPT keep growing, but we will be able to become one of the important AI clouds, that our consumer device business will be a significant and important thing, that AI that can automate science will create huge value. There are not many times that I want to be a public company, but one of the rare times it's appealing is when those people are writing these ridiculous OpenAI is about to go out of business. I would love to tell them they could just short the stock, and I would love to see them get burned on that. But we carefully plan. We understand where the technology, where the capability is going to grow and how the products we can build around that and the revenue we can generate. We might screw it up. This is the bet that we're making and we're taking a risk along with that. A certain risk is if we don't have the compute, we will not be able to generate the revenue or make the models at this kind of scale.” Satya Nadella: “And let me just say one thing as both a partner and an investor. There is not been a single business plan that I've seen from OpenAI that they've put in and not beaten it. So in some sense, this is the one place where in terms of their growth and just even the business, it's been unbelievable execution, quite frankly. I mean, obviously, OpenAI, everyone talks about all the success and the usage and what have you. But even I'd say all up, the business execution has been just pretty unbelievable.”

tae kim

1,565,901 次观看 • 7 个月前

Before we even bought the property, we had to spend a lot of money to understand what we could do with the property. We hired local architects, talked to a bunch of general contractors who had built hotels, talked to a local land use attorney, and surveyors and engineers. This project was daunting before we even started. But what we learned from all of our local specialists is as long as we followed the guidelines of the town, we would be able to build what we wanted. So we decided to make the jump. Below are some of the original renderings of the property as well as a video of the original property. If you look at these you'll see what we saw in the property and what we were hoping to achieve with the construction. I actually think that real-life product, now that it's finished, ended up a little better than this:

Before we even bought the property, we had to spend a lot of money to understand what we could do with the property. We hired local architects, talked to a bunch of general contractors who had built hotels, talked to a local land use attorney, and surveyors and engineers. This project was daunting before we even started. But what we learned from all of our local specialists is as long as we followed the guidelines of the town, we would be able to build what we wanted. So we decided to make the jump. Below are some of the original renderings of the property as well as a video of the original property. If you look at these you'll see what we saw in the property and what we were hoping to achieve with the construction. I actually think that real-life product, now that it's finished, ended up a little better than this:

Sieva Kozinsky

65,823 次观看 • 1 年前

#WATCH | India AI Impact Summit 2026 | Delhi: Founder Chairman and CEO of Sampark Foundation & former CEO of HCL Technologies, Vineet Nayar says, "...From an employment point of view I think it is very important for us to understand that Indian companies, including Indian IT companies, are going to be profit-driven and therefore if you believe that they are going to create employment you must be dreaming. Therefore, the question is how do we create employment in this environment, and that employment comes from mass scale startups, which is what this government has already doing. So, how do we create new sets of people who are trying to solve new sets of problems not new sets of technology and if we do that we will get it right. I think we as Indians have to be very careful on who does data belong to and that is the debate we have a problem with. The LLM models which exist worldwide are far superior than the Indian models. Unfortunately, in India, we never develop products, so therefore we do not have SLMs and LLMs which are world-class. On one side, we have global LLM products which are coming to India and trading on our Indian data. Should we allowed that or should we not allowed that? But on the other side if we don't allow that then we have the data but we don't have the LLM models. So, how do we encourage technology completely to develop the LLM models. This needs radicals strategic thinking and a very important aspect otherwise we will either give up a data. So, I think it's a very critical aspect for us to think about - who does this data belong, what is the kind of incentives we are going to give to develop LLM technologies or SLM technologies fast so that we train on our data otherwise an LLM will come in with our data and we'll immediately see return and we'll celebrate and we will do all these kind of press releases but the India will lose a competitive advantage on something which is very critical for the next decade."

#WATCH | India AI Impact Summit 2026 | Delhi: Founder Chairman and CEO of Sampark Foundation & former CEO of HCL Technologies, Vineet Nayar says, "...From an employment point of view I think it is very important for us to understand that Indian companies, including Indian IT companies, are going to be profit-driven and therefore if you believe that they are going to create employment you must be dreaming. Therefore, the question is how do we create employment in this environment, and that employment comes from mass scale startups, which is what this government has already doing. So, how do we create new sets of people who are trying to solve new sets of problems not new sets of technology and if we do that we will get it right. I think we as Indians have to be very careful on who does data belong to and that is the debate we have a problem with. The LLM models which exist worldwide are far superior than the Indian models. Unfortunately, in India, we never develop products, so therefore we do not have SLMs and LLMs which are world-class. On one side, we have global LLM products which are coming to India and trading on our Indian data. Should we allowed that or should we not allowed that? But on the other side if we don't allow that then we have the data but we don't have the LLM models. So, how do we encourage technology completely to develop the LLM models. This needs radicals strategic thinking and a very important aspect otherwise we will either give up a data. So, I think it's a very critical aspect for us to think about - who does this data belong, what is the kind of incentives we are going to give to develop LLM technologies or SLM technologies fast so that we train on our data otherwise an LLM will come in with our data and we'll immediately see return and we'll celebrate and we will do all these kind of press releases but the India will lose a competitive advantage on something which is very critical for the next decade."

ANI

18,753 次观看 • 4 个月前

Jensen to AI Leaders: “We have to be far more thoughtful” when communicating to the public Jensen Huang: “(AI) is not a biological being. It is not alien. It is not conscious. It is computer software.” “We say things like, ‘We don't understand it at all.’ It is not true. We understand a lot of things about this technology.” Chamath: “If you were in the seat in the boardroom of Anthropic over that whole scuttlebutt with the Department of War, what do you think you would've told Dario and that team to do, maybe, differently to try to change some of this outcome and some of this perception?” Jensen: “The first thing that I would say about Anthropic is, first of all, the technology is incredible. We are a large consumer of Anthropic technology.” “The desire to warn people about the capability of the technology is also really terrific.” “We just have to make sure that we understand that the world has a spectrum, and that warning is good, scaring is less good because this technology is too important to us.” “I think that it is fine to predict the future, but we need to be a little bit more circumspect. We need to have a little bit more humility, that, in fact, we can't completely predict the future.” “And to say things that are quite extreme, quite catastrophic, that there's no evidence of it happening, could be more damaging than people think.” “And of course we are technology leaders.” “There was a time when nobody listened to us, but now because technology is so important in the social fabric, such an important industry, so important to national security, our words do matter.” “And I think we have to be much more circumspect, we have to be more moderate, we have to be more balanced, we have to be far more thoughtful.”

Jensen to AI Leaders: “We have to be far more thoughtful” when communicating to the public Jensen Huang: “(AI) is not a biological being. It is not alien. It is not conscious. It is computer software.” “We say things like, ‘We don't understand it at all.’ It is not true. We understand a lot of things about this technology.” Chamath: “If you were in the seat in the boardroom of Anthropic over that whole scuttlebutt with the Department of War, what do you think you would've told Dario and that team to do, maybe, differently to try to change some of this outcome and some of this perception?” Jensen: “The first thing that I would say about Anthropic is, first of all, the technology is incredible. We are a large consumer of Anthropic technology.” “The desire to warn people about the capability of the technology is also really terrific.” “We just have to make sure that we understand that the world has a spectrum, and that warning is good, scaring is less good because this technology is too important to us.” “I think that it is fine to predict the future, but we need to be a little bit more circumspect. We need to have a little bit more humility, that, in fact, we can't completely predict the future.” “And to say things that are quite extreme, quite catastrophic, that there's no evidence of it happening, could be more damaging than people think.” “And of course we are technology leaders.” “There was a time when nobody listened to us, but now because technology is so important in the social fabric, such an important industry, so important to national security, our words do matter.” “And I think we have to be much more circumspect, we have to be more moderate, we have to be more balanced, we have to be far more thoughtful.”

The All-In Podcast

56,915 次观看 • 3 个月前

ELON MUSK: "With Robotics and AI, this is really the path to abundance for all. If you say people often talk about solving global poverty, essentially, how do we make give everyone a very high standard of living? I think the only way to do this is AI and robotics. I mean this, we need to be very careful with AI. We need to be very careful with robotics. We don't want to find ourselves in a James Cameron movie. We don't want to be a Terminator, obviously. But if you have ubiquitous AI that is essentially free or close to it, and ubiquitous robotics, then you will have an explosion in the global economy and expansion the global economy that is truly beyond all precedent."

ELON MUSK: "With Robotics and AI, this is really the path to abundance for all. If you say people often talk about solving global poverty, essentially, how do we make give everyone a very high standard of living? I think the only way to do this is AI and robotics. I mean this, we need to be very careful with AI. We need to be very careful with robotics. We don't want to find ourselves in a James Cameron movie. We don't want to be a Terminator, obviously. But if you have ubiquitous AI that is essentially free or close to it, and ubiquitous robotics, then you will have an explosion in the global economy and expansion the global economy that is truly beyond all precedent."

DogeDesigner

34,755 次观看 • 5 个月前

Here is a video that challenges our understanding of human intelligence and progress. Judging by the ancient images, it seems that we are not so unique when it comes to technology. The poses of people reminiscent of using tablets and the drawings depicting car-like vehicles and aeroplanes suggest that all this existed in the past? We may not be the first to have achieved such technological progress. What if other civilisations had already travelled the same path of development and thinking that we are going through now? It is very likely that we are just a repeated link in an infinite chain. History, as we know, is often rewritten and we only have fragments of knowledge of the past. Think about it, what if all that we consider our own achievement was actually the path of ancient knowledge and technology undertaken by someone else, which we are rediscovering for ourselves?😉

Here is a video that challenges our understanding of human intelligence and progress. Judging by the ancient images, it seems that we are not so unique when it comes to technology. The poses of people reminiscent of using tablets and the drawings depicting car-like vehicles and aeroplanes suggest that all this existed in the past? We may not be the first to have achieved such technological progress. What if other civilisations had already travelled the same path of development and thinking that we are going through now? It is very likely that we are just a repeated link in an infinite chain. History, as we know, is often rewritten and we only have fragments of knowledge of the past. Think about it, what if all that we consider our own achievement was actually the path of ancient knowledge and technology undertaken by someone else, which we are rediscovering for ourselves?😉

Andy

61,878 次观看 • 1 个月前

PRX alecks reflects on the team's playstyle and how it has evolved over the years: "I think we've just got a lot more careful. I think that was a bit disappointing on our side because I think we know how to shut this down because we used to do these kinds of things and we couldn't do it today because, again, like I said, we forgot. I can go through the years, but between 2022 to 2024, we pretty much just made sure that everything was strat-based and we just charged people and hoped that we had better mechanics. Then around 2025, I think we took a look at the year and with how good Yoru was, we just tried to leverage the fact that Yoru could be everywhere on the map and we tried to make sure that we understood the game on a micro level a lot better. Maybe for all you know, it came back to bite us in the ass today. What we needed to do was win the fight and then [inaudible], and we used to be very good at that. So if the meta stays the same, I can promise you that we will be back to our best charging people." (via Manguitouu Sons of KS)

PRX alecks reflects on the team's playstyle and how it has evolved over the years: "I think we've just got a lot more careful. I think that was a bit disappointing on our side because I think we know how to shut this down because we used to do these kinds of things and we couldn't do it today because, again, like I said, we forgot. I can go through the years, but between 2022 to 2024, we pretty much just made sure that everything was strat-based and we just charged people and hoped that we had better mechanics. Then around 2025, I think we took a look at the year and with how good Yoru was, we just tried to leverage the fact that Yoru could be everywhere on the map and we tried to make sure that we understood the game on a micro level a lot better. Maybe for all you know, it came back to bite us in the ass today. What we needed to do was win the fight and then [inaudible], and we used to be very good at that. So if the meta stays the same, I can promise you that we will be back to our best charging people." (via Manguitouu Sons of KS)

VALO2ASIA

71,155 次观看 • 3 个月前

🐨: When we all got together, we were like, so what is something that’s really us? We thought about that a lot, and we wanted to show where we started, I think. 🐨: All seven of us are also, all Korean, too, and we thought it would be good if something symbolizing Korea could be included together, and while thinking that, we ended up, uh, bringing up the keyword, uh, “Arirang.” 🐨: “Arirang,” of course, is kind of… honestly, everyone interprets it differently, since the lyrics are abstract. I think it’s a story about this lingering feeling, longing, and love. That’s what I think. 🐨: I think that’s something I actually thought about a lot while I was in the military. You end up thinking a lot about the past, You miss everything. Something. 🐨: I miss civilian life, I miss ARMY, and I really miss the BTS members, and I miss the past. So, also now, since “Arirang” contains all the joys, angers, sorrows, and pleasures of life together, that kind of emotion felt like it could, in this album of ours. 🐨: As we’re putting out an album for the first time in a while, well, encompass our—what we’ve been through so far, the joys, angers, sorrows, and pleasures, and really tie together the music like that. 🐿️: But the thing that’s truly the most like us, that feels like our roots, and that we could show clearly in that way, I think that was “Arirang.” 🐰: Something that can tie it together— some kind of— 🐿️: Uh, I listened and I was like, oh, kind of like that. 🐨: We sang “Arirang” ten years ago, and at KCON Paris. 🐰: I saw that stage, on the channel. 🐿️: Wait a second, do you remember this? Ah, we did our Arirang and did it like this. We danced hard back then. 🐨: Since that happened, in a way, ten years later, now it ends up coming out as our “Arirang.” I think that’s what happened. 🐰: That’s fascinating.

🐨: When we all got together, we were like, so what is something that’s really us? We thought about that a lot, and we wanted to show where we started, I think. 🐨: All seven of us are also, all Korean, too, and we thought it would be good if something symbolizing Korea could be included together, and while thinking that, we ended up, uh, bringing up the keyword, uh, “Arirang.” 🐨: “Arirang,” of course, is kind of… honestly, everyone interprets it differently, since the lyrics are abstract. I think it’s a story about this lingering feeling, longing, and love. That’s what I think. 🐨: I think that’s something I actually thought about a lot while I was in the military. You end up thinking a lot about the past, You miss everything. Something. 🐨: I miss civilian life, I miss ARMY, and I really miss the BTS members, and I miss the past. So, also now, since “Arirang” contains all the joys, angers, sorrows, and pleasures of life together, that kind of emotion felt like it could, in this album of ours. 🐨: As we’re putting out an album for the first time in a while, well, encompass our—what we’ve been through so far, the joys, angers, sorrows, and pleasures, and really tie together the music like that. 🐿️: But the thing that’s truly the most like us, that feels like our roots, and that we could show clearly in that way, I think that was “Arirang.” 🐰: Something that can tie it together— some kind of— 🐿️: Uh, I listened and I was like, oh, kind of like that. 🐨: We sang “Arirang” ten years ago, and at KCON Paris. 🐰: I saw that stage, on the channel. 🐿️: Wait a second, do you remember this? Ah, we did our Arirang and did it like this. We danced hard back then. 🐨: Since that happened, in a way, ten years later, now it ends up coming out as our “Arirang.” I think that’s what happened. 🐰: That’s fascinating.

bts memeories⁷

143,433 次观看 • 5 个月前

AI legal startups are a thing in 2024. But as Ironclad’s Jason Boehmig puts it, “nobody was trying to buy an AI legal assistant back in 2015.” Ironclad has one of the most interesting and underexplored stories out there IMO. As we were developing First Round's PMF Method, we learned so much from their journey — super grateful Jason took the time to share his insights for other builders. 🙏 Here were a few of my takeaways: 🔬 Zoom in to find focus “It was actually fairly easy to sign up early customers — what was difficult was finding a product that could address that market. That took us several years of iteration. We had to try to figure out what pieces we could peel off into a repeatable, discrete software product. We quickly realized the really interesting part of the problem was in repeatable business transactions — sales agreements, employment agreements, NDAs licensing agreements, partnership agreements. A lot of our competitors tried to do everything that corporate legal teams do. But we were only doing the contract part.” 📣 Expand an existing category (with an existing buying cycle) But the initial AI legal assistant positioning wasn’t resonating. I’ve talked to 100s of founders about PMF and the story of how Ironclad got unstuck is one of the wildest ones I’ve heard. “100% of the time I had to explain what an AI legal assistant was. We had a hello@ironclad.ai email on our site. One day I got a one-liner message that said, ‘Hello, are you a CLM?’ I was so close to hitting archive, but it was from someone at a publicly traded company. But what was a CLM? Turns out it’s a Contract Lifecycle Management platform that helps enterprise companies create and manage their legal contracts. By that definition, we were. So of course I wrote back, ‘Yes, we are definitely a CLM, we would love to come demo our CLM for you.’ But while we were really great at creating contracts with our AI legal assistant product, we hadn't put a lot of thought into how you deal with contracts afterwards, with a feature called a repository. And so we had set up this demo with the legal team from this publicly traded company, and I turned to my co-founder Cai, and said, ‘By the way, we have 3 hours to build a repository.’ We took the train from SF to San Jose and he built the first version of a repository, which we demoed live at the end of the train ride. This customer was in a CLM evaluation cycle that had 12 other solutions in it, but they loved the demo. So we went and actually built the full product, and we won. And after that, of course, we changed our messaging. We got serious about building CLM functionality and that's our flagship product to this day. There were lots of people out there trying to buy a CLM so we just got to participate in a lot of buying cycles, but with the AI legal assistant buying cycle, we had to create every one of those.” 👥 Artificially constrain the buyer and build community early “One of the things that we did which was really helpful in hindsight was we artificially constrained the buyer we were going after. Once we decided to make the shift to enterprise, instead of trying to address the whole US market or the whole global market, we decided we only cared about being the number one CLM in SoMa. We got a list of every company that could use the CLM in SoMa and got intros to them — it just provided a ton of focus for us. It's how we also stumbled into doing community. We would host these community dinners and if you were a general counsel of a company based in SoMa, you probably knew other people that were coming to them. We just started to get this buzz of ‘Are you going to the Ironclad thing tonight?’ There's a ton of value if you can discover a part of the organization that no one cares about, and connect that part of the organization to a larger business problem.” 📚 Founder-led sales is learnable I was impressed to learn that Jason still sends cold outreach himself to this day. But founder-led sales didn’t come naturally. “A misconception I had about early-stage startups was that the cartoon character salesperson who's slapping everyone on the back and is a total extrovert is the best salesperson. And it's actually the person who's almost like an engineer in their mindset — super methodical, sends great follow ups, could be very shy. It's a very learnable skill.”

AI legal startups are a thing in 2024. But as Ironclad’s Jason Boehmig puts it, “nobody was trying to buy an AI legal assistant back in 2015.” Ironclad has one of the most interesting and underexplored stories out there IMO. As we were developing First Round's PMF Method, we learned so much from their journey — super grateful Jason took the time to share his insights for other builders. 🙏 Here were a few of my takeaways: 🔬 Zoom in to find focus “It was actually fairly easy to sign up early customers — what was difficult was finding a product that could address that market. That took us several years of iteration. We had to try to figure out what pieces we could peel off into a repeatable, discrete software product. We quickly realized the really interesting part of the problem was in repeatable business transactions — sales agreements, employment agreements, NDAs licensing agreements, partnership agreements. A lot of our competitors tried to do everything that corporate legal teams do. But we were only doing the contract part.” 📣 Expand an existing category (with an existing buying cycle) But the initial AI legal assistant positioning wasn’t resonating. I’ve talked to 100s of founders about PMF and the story of how Ironclad got unstuck is one of the wildest ones I’ve heard. “100% of the time I had to explain what an AI legal assistant was. We had a [email protected] email on our site. One day I got a one-liner message that said, ‘Hello, are you a CLM?’ I was so close to hitting archive, but it was from someone at a publicly traded company. But what was a CLM? Turns out it’s a Contract Lifecycle Management platform that helps enterprise companies create and manage their legal contracts. By that definition, we were. So of course I wrote back, ‘Yes, we are definitely a CLM, we would love to come demo our CLM for you.’ But while we were really great at creating contracts with our AI legal assistant product, we hadn't put a lot of thought into how you deal with contracts afterwards, with a feature called a repository. And so we had set up this demo with the legal team from this publicly traded company, and I turned to my co-founder Cai, and said, ‘By the way, we have 3 hours to build a repository.’ We took the train from SF to San Jose and he built the first version of a repository, which we demoed live at the end of the train ride. This customer was in a CLM evaluation cycle that had 12 other solutions in it, but they loved the demo. So we went and actually built the full product, and we won. And after that, of course, we changed our messaging. We got serious about building CLM functionality and that's our flagship product to this day. There were lots of people out there trying to buy a CLM so we just got to participate in a lot of buying cycles, but with the AI legal assistant buying cycle, we had to create every one of those.” 👥 Artificially constrain the buyer and build community early “One of the things that we did which was really helpful in hindsight was we artificially constrained the buyer we were going after. Once we decided to make the shift to enterprise, instead of trying to address the whole US market or the whole global market, we decided we only cared about being the number one CLM in SoMa. We got a list of every company that could use the CLM in SoMa and got intros to them — it just provided a ton of focus for us. It's how we also stumbled into doing community. We would host these community dinners and if you were a general counsel of a company based in SoMa, you probably knew other people that were coming to them. We just started to get this buzz of ‘Are you going to the Ironclad thing tonight?’ There's a ton of value if you can discover a part of the organization that no one cares about, and connect that part of the organization to a larger business problem.” 📚 Founder-led sales is learnable I was impressed to learn that Jason still sends cold outreach himself to this day. But founder-led sales didn’t come naturally. “A misconception I had about early-stage startups was that the cartoon character salesperson who's slapping everyone on the back and is a total extrovert is the best salesperson. And it's actually the person who's almost like an engineer in their mindset — super methodical, sends great follow ups, could be very shy. It's a very learnable skill.”

Todd Jackson

50,683 次观看 • 2 年前

“So I tried very hard to forget about V of BTS for a while, so that I could concentrate on living my life as Kim Taehyung.” 🥹🥹 Q: How did you feel when you in 2022 when it became clear that there was going to be a break? 🐻: Well, while we were in the military, no matter how much we wanted to perform, it just wasn't something we were able to do. So I did really yearn to perform. I wanted to release an album, I wanted to sing and dance. I definitely felt that... Desire? Let's call it desire. But since we were needed by our country, we had to do the best with our situation at the time. So I tried very hard to forget about V of BTS for a while, so that I could concentrate on living my life as Kim Taehyung.

“So I tried very hard to forget about V of BTS for a while, so that I could concentrate on living my life as Kim Taehyung.” 🥹🥹 Q: How did you feel when you in 2022 when it became clear that there was going to be a break? 🐻: Well, while we were in the military, no matter how much we wanted to perform, it just wasn't something we were able to do. So I did really yearn to perform. I wanted to release an album, I wanted to sing and dance. I definitely felt that... Desire? Let's call it desire. But since we were needed by our country, we had to do the best with our situation at the time. So I tried very hard to forget about V of BTS for a while, so that I could concentrate on living my life as Kim Taehyung.

bangtan⁷ | ⊙⊝⊜

119,020 次观看 • 2 个月前

SPEAKER JOHNSON: “As you know, we tried very hard to negotiate with [Iran] about that nuclear enrichment of uranium. We tried to talk with them, about their continuing to fund their proxies, all the terrorist organizations that have wreaked havoc and killed Americans and American citizens.” “And the buildup of their missiles was so important and so serious that the President of the United States, this President, thought that it was a great enough threat that we needed to act. We had a narrow and unique opportunity, a window of opportunity to act and if that window had passed it would have been much more difficult for us to achieve the mission.” “The mission is very simple, it's two-fold. We take out their ability to launch ballistic missiles and to produce ballistic missiles and we downgrade their Navy.”

SPEAKER JOHNSON: “As you know, we tried very hard to negotiate with [Iran] about that nuclear enrichment of uranium. We tried to talk with them, about their continuing to fund their proxies, all the terrorist organizations that have wreaked havoc and killed Americans and American citizens.” “And the buildup of their missiles was so important and so serious that the President of the United States, this President, thought that it was a great enough threat that we needed to act. We had a narrow and unique opportunity, a window of opportunity to act and if that window had passed it would have been much more difficult for us to achieve the mission.” “The mission is very simple, it's two-fold. We take out their ability to launch ballistic missiles and to produce ballistic missiles and we downgrade their Navy.”

Fox News

134,826 次观看 • 3 个月前

I was honored to share the TED AI stage with Ilya on Oct. 17. His speech video is out today (mine's still being edited). I think it provides relevant context tokens to the ongoing events. Transcript starting at ~10'20": As AI continues to progress, as technology advances, [...] What I claim will happen is that people will start to act in unprecedentedly collaborative ways out of their own self-interest. It's already happening right now. You see the leading AGI companies starting to collaborate, such as the Frontiers model forum. And we will expect that companies, even competitors, will share technical information to make their AI safe. We may even see governments do this. As another example, at OpenAI, we really believed in how dramatic AGI is going to be. So, one of the ideas that we were operating by, and it's been written on our website for 5 years now, is that when technology gets such that we are very close to AGI, to computers smarter than humans, if some other company is far ahead of us, then rather than compete with them, we will help them out, join them, in a sense. And why do that? Because we appreciate how incredibly dramatic AGI is going to be. And my claim is that with each generation of capability advancements, as AI gets better and as all of you experience what AI can do, as people who run AI efforts and AGI efforts, and people who work on them will experience it as well, this will change the way we see AI and AGI. And that will change collective behavior. And this is an important reason why I'm hopeful that, despite the great challenges posed by this technology, we will overcome them. @TEDAI2023

I was honored to share the TED AI stage with Ilya on Oct. 17. His speech video is out today (mine's still being edited). I think it provides relevant context tokens to the ongoing events. Transcript starting at ~10'20": As AI continues to progress, as technology advances, [...] What I claim will happen is that people will start to act in unprecedentedly collaborative ways out of their own self-interest. It's already happening right now. You see the leading AGI companies starting to collaborate, such as the Frontiers model forum. And we will expect that companies, even competitors, will share technical information to make their AI safe. We may even see governments do this. As another example, at OpenAI, we really believed in how dramatic AGI is going to be. So, one of the ideas that we were operating by, and it's been written on our website for 5 years now, is that when technology gets such that we are very close to AGI, to computers smarter than humans, if some other company is far ahead of us, then rather than compete with them, we will help them out, join them, in a sense. And why do that? Because we appreciate how incredibly dramatic AGI is going to be. And my claim is that with each generation of capability advancements, as AI gets better and as all of you experience what AI can do, as people who run AI efforts and AGI efforts, and people who work on them will experience it as well, this will change the way we see AI and AGI. And that will change collective behavior. And this is an important reason why I'm hopeful that, despite the great challenges posed by this technology, we will overcome them. @TEDAI2023

Jim Fan

846,450 次观看 • 2 年前

.Naval: You define wealth in a beautiful way. You talk about wealth as a set of physical transformations that we can affect. So as a society it becomes very clear that knowledge leads directly to wealth creation for everybody. A given individual can obviously affect physical transformations proportional to the resources available to them—but much more proportional to the knowledge available to them. Knowledge is a huge force multiplier. You then define resources as the thing that you combine with knowledge to create wealth. New knowledge allows you to use new things as resources and discard old things that maybe we’re running out of. There are lots of examples of how we’ve done that in the past. For example, in energy we’ve gone from wood to coal to oil to nuclear. But then people say, “Now we’re out of ideas. Now we’re caught up. Now we’re done. There aren’t going to be new ideas, and now we have to freeze the frame and conserve what we have.” The counter to that is, “No, we’ll create new knowledge and have new resources. Don’t worry about the old ones.” Well they say, “If you’re going to have new resources, if you can’t think of them now, it’s not real.” This now gets into the realm of people demanding that if you’re going to claim that new knowledge will be created, you have to name that knowledge now. Otherwise it’s not real. But that seems like a Catch-22. David Deutsch: It does, and it’s a bad argument. I don’t want to claim that the knowledge will be created. We’re fallible; we may not create it. We may destroy ourselves. We may miss the solution that’s right under our nose, so that when the snailiens come from another galaxy and look at us, they’ll say, “How can it possibly be that they failed to do so-and-so when it was right in front of them?” That could happen. I can’t prove or argue that it won’t happen. What I always argue, though, is that we have what it takes. We have everything that it takes to achieve that. If we don’t, it’ll be because of bad choices we have made, not because of constraints imposed on us by the planet or the solar system. Naval: It will be by anti-rational memes that restrict the creation of knowledge and the growth of knowledge. David Deutsch: Maybe. Or maybe it’ll be by well-intentioned errors, which nobody could see why they were errors. Again, it doesn’t take malevolence to make mistakes. Mistakes are the normal condition of humans. All we can do is try to find them. Maybe not destroying the means of correcting errors is the heart of morality; because if there is no way of correcting errors, then sooner or later one of those will get us. Naval: Don’t destroy the means of error correction is the base of morality. I love that. I think about places like North Korea where you can’t have elections and a revolution is very difficult because the gang in charge is armed to the teeth and they’ve destroyed the means of political error correction for a long time. That is a case where humanity is trapped in a local minimum, and it’s very hard to climb out of that hole. If too much of the world falls into that mindset, then we as a species may just stagnate because we’ve lost our biggest advantage. We’ve lost our biggest discovery, which was the ability to make new discoveries.

.Naval: You define wealth in a beautiful way. You talk about wealth as a set of physical transformations that we can affect. So as a society it becomes very clear that knowledge leads directly to wealth creation for everybody. A given individual can obviously affect physical transformations proportional to the resources available to them—but much more proportional to the knowledge available to them. Knowledge is a huge force multiplier. You then define resources as the thing that you combine with knowledge to create wealth. New knowledge allows you to use new things as resources and discard old things that maybe we’re running out of. There are lots of examples of how we’ve done that in the past. For example, in energy we’ve gone from wood to coal to oil to nuclear. But then people say, “Now we’re out of ideas. Now we’re caught up. Now we’re done. There aren’t going to be new ideas, and now we have to freeze the frame and conserve what we have.” The counter to that is, “No, we’ll create new knowledge and have new resources. Don’t worry about the old ones.” Well they say, “If you’re going to have new resources, if you can’t think of them now, it’s not real.” This now gets into the realm of people demanding that if you’re going to claim that new knowledge will be created, you have to name that knowledge now. Otherwise it’s not real. But that seems like a Catch-22. David Deutsch: It does, and it’s a bad argument. I don’t want to claim that the knowledge will be created. We’re fallible; we may not create it. We may destroy ourselves. We may miss the solution that’s right under our nose, so that when the snailiens come from another galaxy and look at us, they’ll say, “How can it possibly be that they failed to do so-and-so when it was right in front of them?” That could happen. I can’t prove or argue that it won’t happen. What I always argue, though, is that we have what it takes. We have everything that it takes to achieve that. If we don’t, it’ll be because of bad choices we have made, not because of constraints imposed on us by the planet or the solar system. Naval: It will be by anti-rational memes that restrict the creation of knowledge and the growth of knowledge. David Deutsch: Maybe. Or maybe it’ll be by well-intentioned errors, which nobody could see why they were errors. Again, it doesn’t take malevolence to make mistakes. Mistakes are the normal condition of humans. All we can do is try to find them. Maybe not destroying the means of correcting errors is the heart of morality; because if there is no way of correcting errors, then sooner or later one of those will get us. Naval: Don’t destroy the means of error correction is the base of morality. I love that. I think about places like North Korea where you can’t have elections and a revolution is very difficult because the gang in charge is armed to the teeth and they’ve destroyed the means of political error correction for a long time. That is a case where humanity is trapped in a local minimum, and it’s very hard to climb out of that hole. If too much of the world falls into that mindset, then we as a species may just stagnate because we’ve lost our biggest advantage. We’ve lost our biggest discovery, which was the ability to make new discoveries.

Deutsch Explains

143,913 次观看 • 1 年前

ELON: WE NEED A FUTURE THAT GETS KIDS FIRED UP! “It's incredibly important that we have things that we find inspiring, that you look to the future, and say the future is going to be better than the past. Things to look forward to. Kids are a good way to assess this. What are kids fired up about? If you can say, you could be an astronaut on Mars. You could maybe one day go beyond the Solar System. We could make Star Trek Starfleet Academy real. That is an exciting future, that is inspiring. You need things that move your heart.” Source:The All-In Podcast, September 2024

ELON: WE NEED A FUTURE THAT GETS KIDS FIRED UP! “It's incredibly important that we have things that we find inspiring, that you look to the future, and say the future is going to be better than the past. Things to look forward to. Kids are a good way to assess this. What are kids fired up about? If you can say, you could be an astronaut on Mars. You could maybe one day go beyond the Solar System. We could make Star Trek Starfleet Academy real. That is an exciting future, that is inspiring. You need things that move your heart.” Source:The All-In Podcast, September 2024

Mario Nawfal

38,701 次观看 • 1 年前

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Jensen Huang explains how he designed NVIDIA from first principles “With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?” Thinking about it from this perspective, there were several things Jensen wanted to do with the company: “I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.” He also wanted a company that was “as small as possible” and “empowered people.” “If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.” He continues: “We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.” Video source: Sana (2023)

Startup Archive

63,899 次观看 • 9 个月前