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I built a self-hosted Sentry clone that runs entirely on Cloudflare Workers, and I think it showcases one of the most underrated features in the Cloudflare ecosystem: Service Bindings. Let me explain why this matters. When you have multiple Cloudflare Workers (an API, a webhook handler, a cron job),...

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Gabriel Massadas

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28,656 görüntüleme • 6 ay önce •via X (Twitter)

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Today, we're making Error Tracking by Better Stack generally available. Sentry-compatible. AI-native. At 1/6th the price. Here's why we built it, and how to get the most out of it. What's wrong with error tracking today? Most teams use Sentry. It's solid! But at scale, the bills get brutal. Just 100M exceptions with 90 day lookback? ~$30,000 on Sentry. We charge ~$5,000 for the exact same thing. The math isn't subtle. And so most teams still end up sampling. Which means missing the exact exception that caused the outage. The bigger problem: errors are orphaned data. Your exception lands in Sentry. Your logs are in Datadog. Your traces are somewhere else. Root cause analysis becomes a multi-tab archaeology project at 3 am. We built error tracking natively inside Better Stack: the same platform where your logs, traces, metrics, uptime checks, and on-call schedules already live. Errors are just another signal. They belong together. The part that changes how your team works: Our AI SRE doesn't just surface errors. It fixes them. See a new exception? One click. The AI SRE analyzes the full context, from stack traces, environment variables, browser sessions, related logs and recent deploys, and opens a pull request. Not a ticket. Not a summary. A pull request with the fix. This is what happens when error tracking is fully integrated with the rest of your observability stack instead of bolted on separately. The AI has everything it needs to actually act. The migration is trivial: 1. Keep your existing Sentry SDK. Don't touch a single line of instrumentation code. 2. Point the DSN at Better Stack. 3. Done. Errors flow in. Your dashboards work. Your alerts work. 4. New exception appears. Click "Fix with AI SRE." Pull request lands in your repo. 5. Review, merge, close. That's the whole workflow. The AI angle is real, not a marketing badge. LLMs are genuinely good at fixing bugs if they have full context. The reason AI coding assistants sometimes frustrate engineers is incomplete information, not the model. We solve that by giving the AI SRE your entire telemetry stack as context. Stack traces, logs, traces, service maps, previous incidents and much more. All of it, in one place, at the moment it matters. Observability tools are only useful if you actually ingest all your data. At current prices of other tools, most teams can't afford to. Now you can, and your AI SRE can actually do something about it.
0:20

Today, we're making Error Tracking by Better Stack generally available. Sentry-compatible. AI-native. At 1/6th the price. Here's why we built it, and how to get the most out of it. What's wrong with error tracking today? Most teams use Sentry. It's solid! But at scale, the bills get brutal. Just 100M exceptions with 90 day lookback? ~$30,000 on Sentry. We charge ~$5,000 for the exact same thing. The math isn't subtle. And so most teams still end up sampling. Which means missing the exact exception that caused the outage. The bigger problem: errors are orphaned data. Your exception lands in Sentry. Your logs are in Datadog. Your traces are somewhere else. Root cause analysis becomes a multi-tab archaeology project at 3 am. We built error tracking natively inside Better Stack: the same platform where your logs, traces, metrics, uptime checks, and on-call schedules already live. Errors are just another signal. They belong together. The part that changes how your team works: Our AI SRE doesn't just surface errors. It fixes them. See a new exception? One click. The AI SRE analyzes the full context, from stack traces, environment variables, browser sessions, related logs and recent deploys, and opens a pull request. Not a ticket. Not a summary. A pull request with the fix. This is what happens when error tracking is fully integrated with the rest of your observability stack instead of bolted on separately. The AI has everything it needs to actually act. The migration is trivial: 1. Keep your existing Sentry SDK. Don't touch a single line of instrumentation code. 2. Point the DSN at Better Stack. 3. Done. Errors flow in. Your dashboards work. Your alerts work. 4. New exception appears. Click "Fix with AI SRE." Pull request lands in your repo. 5. Review, merge, close. That's the whole workflow. The AI angle is real, not a marketing badge. LLMs are genuinely good at fixing bugs if they have full context. The reason AI coding assistants sometimes frustrate engineers is incomplete information, not the model. We solve that by giving the AI SRE your entire telemetry stack as context. Stack traces, logs, traces, service maps, previous incidents and much more. All of it, in one place, at the moment it matters. Observability tools are only useful if you actually ingest all your data. At current prices of other tools, most teams can't afford to. Now you can, and your AI SRE can actually do something about it.

Juraj Masar

14,920 görüntüleme • 3 ay önce

Here is how you can install an open-source, enterprise-grade RAG system on your server (with the best document understanding I've seen.) First, something obvious to anyone trying to sell RAG in the market: You are crazy if you think companies will let their data travel to a hosted model. No one wants to send their data anywhere (those who do haven't found an alternative.) Every single company would rather have an air-gapped system with no internet access. GroundX is an open-source RAG system that you can run on your servers (or any cloud provider, as long as you have access to GPUs) and works without a network. (If the military wants to do RAG, this is precisely what they will be looking for.) I installed GroundX on my AWS account and recorded a video to show you how to use it. There are two services you can use: 1. Ingest: This service uses a pretrained vision model to ingest and understand your knowledge base. 2. Search: This service combines text and vector search with a fine-tuned re-ranker model to retrieve information from your knowledge base. A quick note about the Ingest service: 99% of people think they need better "retrieval" mechanisms. I think they need better "ingestion." That's where this service comes in! Ingest "understands" your documents in a way I haven't seen before. After you try it, you'll realize why showing your LLM your raw documents is a bad idea. In the video, I use a free tool called X-Ray to test a document and understand how the Ingest service breaks it down. You can access this tool by signing up for a free GroundX cloud account and uploading your documents. You'll see a bit more about this in the video.
8:15

Here is how you can install an open-source, enterprise-grade RAG system on your server (with the best document understanding I've seen.) First, something obvious to anyone trying to sell RAG in the market: You are crazy if you think companies will let their data travel to a hosted model. No one wants to send their data anywhere (those who do haven't found an alternative.) Every single company would rather have an air-gapped system with no internet access. GroundX is an open-source RAG system that you can run on your servers (or any cloud provider, as long as you have access to GPUs) and works without a network. (If the military wants to do RAG, this is precisely what they will be looking for.) I installed GroundX on my AWS account and recorded a video to show you how to use it. There are two services you can use: 1. Ingest: This service uses a pretrained vision model to ingest and understand your knowledge base. 2. Search: This service combines text and vector search with a fine-tuned re-ranker model to retrieve information from your knowledge base. A quick note about the Ingest service: 99% of people think they need better "retrieval" mechanisms. I think they need better "ingestion." That's where this service comes in! Ingest "understands" your documents in a way I haven't seen before. After you try it, you'll realize why showing your LLM your raw documents is a bad idea. In the video, I use a free tool called X-Ray to test a document and understand how the Ingest service breaks it down. You can access this tool by signing up for a free GroundX cloud account and uploading your documents. You'll see a bit more about this in the video.

Santiago

89,624 görüntüleme • 1 yıl önce

Chamath Rips Cloudflare CEO’s Layoff Memo: “Shut the f**k up. You suck at this.” @jason: “Matthew Prince, who is the CEO of Cloudflare, said, ‘Two weeks ago, I laid off more than 20% of my workforce. I didn't do it because Cloudflare is struggling. We posted record revenue growth, have strong free cash flow…’ And he says, basically, he's getting rid of measurers. Measurers manage people and measure data. (Prince says) they're unnecessary because of AI.” Chamath Palihapitiya: “I thought the Matthew Prince note was horrible. This was, like, from the PR School of Retards. You could not have written a worse memo. You reduce humans to a label called ‘the measurer,’ and then you're like, ‘I'm going to lay off all the measurers.’ Who cares what Matthew Prince thinks? The reality is that, if this is the way that you're going to message something as critical as this, I think you did a horrible job. And now you label these people, and you put a scarlet letter on their back, so now when they try to get a different job, they're like, ‘Oh, you're one of the Cloudflare measurers?’ How does that help anybody? There's enough of these tech CEOs that are now public. You can hear them, you can understand them. And I think what we're learning is, man, they're really good at one thing, and they're not necessarily as good at all the other things. And so I would say shut the f**k up, get behind the keyboard, just do your job. And if you need to manage something, just manage it. But don't write these missives. You're terrible at it, all of you. You suck at this. Thank you for coming to my TED Talk.”
1:17

Chamath Rips Cloudflare CEO’s Layoff Memo: “Shut the f**k up. You suck at this.” @jason: “Matthew Prince, who is the CEO of Cloudflare, said, ‘Two weeks ago, I laid off more than 20% of my workforce. I didn't do it because Cloudflare is struggling. We posted record revenue growth, have strong free cash flow…’ And he says, basically, he's getting rid of measurers. Measurers manage people and measure data. (Prince says) they're unnecessary because of AI.” Chamath Palihapitiya: “I thought the Matthew Prince note was horrible. This was, like, from the PR School of Retards. You could not have written a worse memo. You reduce humans to a label called ‘the measurer,’ and then you're like, ‘I'm going to lay off all the measurers.’ Who cares what Matthew Prince thinks? The reality is that, if this is the way that you're going to message something as critical as this, I think you did a horrible job. And now you label these people, and you put a scarlet letter on their back, so now when they try to get a different job, they're like, ‘Oh, you're one of the Cloudflare measurers?’ How does that help anybody? There's enough of these tech CEOs that are now public. You can hear them, you can understand them. And I think what we're learning is, man, they're really good at one thing, and they're not necessarily as good at all the other things. And so I would say shut the f**k up, get behind the keyboard, just do your job. And if you need to manage something, just manage it. But don't write these missives. You're terrible at it, all of you. You suck at this. Thank you for coming to my TED Talk.”

The All-In Podcast

79,481 görüntüleme • 1 ay önce

For months, I've been quietly building a prototype of something just because I want it to exist. Papyrus is a word processor, editor, proofreader, fact-checker, deep researcher, brainstorming partner, all in one. It takes your rough draft and helps you skip three revisions. Now I'm considering pivoting my whole team to build it out, but first, I need your vote. You email is your vote. LINK IN COMMENTS. I don't even care if you use some email you never look at and just use for sign ups. To me one email is one vote and says, go ahead and build this damn thing out and make it awesome. I built it because today's apps are the bloated dial-ups of writing (Word, GDocs). They've got a hundred freaking buttons I don't need and bury the ones I do need. Or they're AI marketing slop toys that promise to read my mind and pump out garbage. They just don't get the real work of writing and they don't get me. I want a clean, focused space with a real AI co-pilot. I don't need it to do the all the writing for me, just like I don't need Claude Code to do all the code for me. I want to work with it. I want a writing partner that acts like a full writing team on-call 24X7: proofreading, fact-checking, and running deep research in the background while I focus on the hard parts. I'm tired of cutting and pasting between a dozen tools so I started writing this thing. But won't the big guys just build something like this? Sure. But it will just bolt your ass into their ecosystem. Google Docs will force Gemini on you. Whatever office suite OpenAI pumps out will only use GPT. I want to use any model. Open or closed. They're commodities. The app is the thing. I want the best tool for the job, GPT-5, Kimi, Qwen, Claude, whatever comes tomorrow. I want a fluid, flexible workspace. I'm building this thing for people who've got critical thinking and who build, who don't want to outsource every damn thing to the machine. So if that's you and you believe this should exist, I really need your vote. Tell me to build it and I'll go all-in and make it a reality. Thanks for giving me a moment of your time.
2:45

For months, I've been quietly building a prototype of something just because I want it to exist. Papyrus is a word processor, editor, proofreader, fact-checker, deep researcher, brainstorming partner, all in one. It takes your rough draft and helps you skip three revisions. Now I'm considering pivoting my whole team to build it out, but first, I need your vote. You email is your vote. LINK IN COMMENTS. I don't even care if you use some email you never look at and just use for sign ups. To me one email is one vote and says, go ahead and build this damn thing out and make it awesome. I built it because today's apps are the bloated dial-ups of writing (Word, GDocs). They've got a hundred freaking buttons I don't need and bury the ones I do need. Or they're AI marketing slop toys that promise to read my mind and pump out garbage. They just don't get the real work of writing and they don't get me. I want a clean, focused space with a real AI co-pilot. I don't need it to do the all the writing for me, just like I don't need Claude Code to do all the code for me. I want to work with it. I want a writing partner that acts like a full writing team on-call 24X7: proofreading, fact-checking, and running deep research in the background while I focus on the hard parts. I'm tired of cutting and pasting between a dozen tools so I started writing this thing. But won't the big guys just build something like this? Sure. But it will just bolt your ass into their ecosystem. Google Docs will force Gemini on you. Whatever office suite OpenAI pumps out will only use GPT. I want to use any model. Open or closed. They're commodities. The app is the thing. I want the best tool for the job, GPT-5, Kimi, Qwen, Claude, whatever comes tomorrow. I want a fluid, flexible workspace. I'm building this thing for people who've got critical thinking and who build, who don't want to outsource every damn thing to the machine. So if that's you and you believe this should exist, I really need your vote. Tell me to build it and I'll go all-in and make it a reality. Thanks for giving me a moment of your time.

Daniel Jeffries

20,811 görüntüleme • 10 ay önce

🍀 "how do you overcome times when your willpower drops?" 🐻 "when willpower drops, just live with it dropped. just let it flow. and then, at some point, someday you'll have the strength to do it again. but i think the most important thing at that time is to completely empty your mind of any desire to do something. like, 'i don't want to do it right now. i'm not going to do it.' if you can cleanly say that, that's great. but if there's even a little bit of, 'i should be doing it, so why am i not doing it?' in your mind, then it's better to just go ahead and do it. but in the end, when your willpower is down, you can't do it anyway. so in the end, i think it's good to take care of your own feelings. that's how i overcame it."
0:50

🍀 "how do you overcome times when your willpower drops?" 🐻 "when willpower drops, just live with it dropped. just let it flow. and then, at some point, someday you'll have the strength to do it again. but i think the most important thing at that time is to completely empty your mind of any desire to do something. like, 'i don't want to do it right now. i'm not going to do it.' if you can cleanly say that, that's great. but if there's even a little bit of, 'i should be doing it, so why am i not doing it?' in your mind, then it's better to just go ahead and do it. but in the end, when your willpower is down, you can't do it anyway. so in the end, i think it's good to take care of your own feelings. that's how i overcame it."

dea❀ꕤ

15,922 görüntüleme • 1 yıl önce

International VP of the United Steelworkers Roxanne Brown: I don’t know if I can curse on this podcast, but I’m a steelworker. One of the things I always say is, you can’t bullshit a steelworker. You can’t bullshit a union member, right? Union workers know the real and understand who is for them. When bullshit is in front of them, they’re able to identify what it is and see through that. That’s what I would really implore my brothers, sisters, and siblings across the labor movement: don’t be snowed by the bullshit. Pay attention, do your research on what Trump has done for workers versus what the Biden-Harris Administration has done for workers, and you will find there’s a huge gap. The Biden-Harris Administration has gone leaps and bounds—not just now but into the future—to secure a foundation for American working families and workers to propel into economic prosperity. What Trump has done is not that. He has told us from his own mouth that he doesn’t want us to be organized. He doesn’t support the right of workers to join unions. He does not support the right of workers to earn overtime or that extra bit of income to have more money in your paychecks to do the things you need to do for your family to survive. He has told you he does not support your retirement. He never supported the Butch Lewis Act. Over a million workers would still be facing a crisis and not being able to access their earned retirement if we still had a Trump administration. There are record numbers of people accessing health care because the Biden-Harris Administration has spent the time to get folks enrolled in the ACA to be able to access health care. These are gains, brothers, sisters, and siblings, that would not have happened under a Trump administration. These are gains that matter to your pocketbooks, gains that matter to your kitchen table because you need food on that table to survive. These are gains that matter to your kids’ future because they need jobs. Not everybody’s going to college. They need good union jobs to help them survive and earn a respectable living into the future. That does not come with that man who does not believe in us. We believe in us as working people. So pay attention, don’t be snowed by the bullshit. We know better.
3:17

International VP of the United Steelworkers Roxanne Brown: I don’t know if I can curse on this podcast, but I’m a steelworker. One of the things I always say is, you can’t bullshit a steelworker. You can’t bullshit a union member, right? Union workers know the real and understand who is for them. When bullshit is in front of them, they’re able to identify what it is and see through that. That’s what I would really implore my brothers, sisters, and siblings across the labor movement: don’t be snowed by the bullshit. Pay attention, do your research on what Trump has done for workers versus what the Biden-Harris Administration has done for workers, and you will find there’s a huge gap. The Biden-Harris Administration has gone leaps and bounds—not just now but into the future—to secure a foundation for American working families and workers to propel into economic prosperity. What Trump has done is not that. He has told us from his own mouth that he doesn’t want us to be organized. He doesn’t support the right of workers to join unions. He does not support the right of workers to earn overtime or that extra bit of income to have more money in your paychecks to do the things you need to do for your family to survive. He has told you he does not support your retirement. He never supported the Butch Lewis Act. Over a million workers would still be facing a crisis and not being able to access their earned retirement if we still had a Trump administration. There are record numbers of people accessing health care because the Biden-Harris Administration has spent the time to get folks enrolled in the ACA to be able to access health care. These are gains, brothers, sisters, and siblings, that would not have happened under a Trump administration. These are gains that matter to your pocketbooks, gains that matter to your kitchen table because you need food on that table to survive. These are gains that matter to your kids’ future because they need jobs. Not everybody’s going to college. They need good union jobs to help them survive and earn a respectable living into the future. That does not come with that man who does not believe in us. We believe in us as working people. So pay attention, don’t be snowed by the bullshit. We know better.

Acyn

194,459 görüntüleme • 1 yıl önce

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."
1:32

"You can either produce excellence or you can avoid criticism. But you cannot do both of those. The reason that you don't have certain excellence that you want is because you are afraid of getting criticized. You are afraid of the judgment that comes with it. You are afraid of standing out. You are afraid of being alone. You are afraid of people looking at you. You are worried about what people think of you. There are 2 categories of things in this world: 1) Things that are up to you 2) Things that are not up to you Which category does your reputation sit in? Your reputation is not up to you. I'm the one who associates your reputation with something, not you. You just do things. What's up to you? How you act. Your decisions. Your actions. That is up to you. Your reputation is not up to you. Here's how I know that: You all have a reputation about me and it's not in my control. I get to say and do whatever I say and do up here. I am in control of saying it. I am in control of doing it. The moment words leave my lips, who has control over what is done with those words? You! You are in control of what you think of me. And there's no way everybody in this room is going to think the exact same thing about me. No way. When it comes to exceptional, what we've got to understand is you can spend your whole life trying to avoid criticism and earn reputation, and it still won't be in your control. We can waste a lot of time missing out on excellence we could have been producing if we were just simply LESS trying to engineer what we wanted other people to think about us."

Brian Kight

308,812 görüntüleme • 1 yıl önce

How I get shit done, Episode 001 I've set up a playbook called ‘land’, which is triggered automatically when I drag an issue into the merging column in Linear. That reliably runs CI and merges any green PRs. This has allowed me to ship way faster than before. I think the key takeaway here is you can try to build your own code factory and your own agent orchestration layer, but it is a huge amount of work. The truth is there are entire companies with massive funding that are already tackling this and it's just easier to use their platform. I think this is a lot like if you were a carpenter: you could build your own generator, fuel it, wire it up, and then build a plug and then you could plug your saw into it. Or you could just plug your saw into the wall. Because the electricity company has already done all the work in the infrastructure and investment to make that plug work. I think more of us who are building companies should just be plugging into the wall instead of trying to build all this tooling ourselves. As a dev it's so tempting to build your own dev tools but I think a lot of times, even though you can build fast with agents now, it's a complete waste of time. It probably sounds like I'm being paid by Devin or something but I have zero financial interest here. They don't give me credits. I'm not an investor. I'm not being paid. I just think the tooling is really damn good. If you used Devin a long time ago and wrote it off, you really should have another look - for $500/month it's pretty obscene what you can get done.
5:57

How I get shit done, Episode 001 I've set up a playbook called ‘land’, which is triggered automatically when I drag an issue into the merging column in Linear. That reliably runs CI and merges any green PRs. This has allowed me to ship way faster than before. I think the key takeaway here is you can try to build your own code factory and your own agent orchestration layer, but it is a huge amount of work. The truth is there are entire companies with massive funding that are already tackling this and it's just easier to use their platform. I think this is a lot like if you were a carpenter: you could build your own generator, fuel it, wire it up, and then build a plug and then you could plug your saw into it. Or you could just plug your saw into the wall. Because the electricity company has already done all the work in the infrastructure and investment to make that plug work. I think more of us who are building companies should just be plugging into the wall instead of trying to build all this tooling ourselves. As a dev it's so tempting to build your own dev tools but I think a lot of times, even though you can build fast with agents now, it's a complete waste of time. It probably sounds like I'm being paid by Devin or something but I have zero financial interest here. They don't give me credits. I'm not an investor. I'm not being paid. I just think the tooling is really damn good. If you used Devin a long time ago and wrote it off, you really should have another look - for $500/month it's pretty obscene what you can get done.

Ryan Carson

14,059 görüntüleme • 3 ay önce

The most epic 13 minute AI rant I've heard in 2026 PS: My parent's heard this when I was playing it in the car and thought Jason ✨👾SaaStr.Ai✨ Lemkin went OFF like Stephen A Smith does on first take PPS: Full transcript below [17:00] Harry Stebbings: I I just wanted to ask Jason, if the people that we want are fundamentally different, the developers that we used to hire, we don't because AI writes the code for us. The marketers we don't want, the sales people we don't want—who who do we want genuinely? Like what is the attractive profile? Because your Anthropic’s and your OpenAIs are hiring, so so what are the people that we want in the companies of the future? [17:18] Jason Lemkin: Look, I know it sounds trite, but but the answer is simple. It's just the expression each year changes. We want folks that are genuinely AI fluent. It's pretty simple. Now you know, maybe last year we called them prompt engineers, right? That used to be a job. I don't know if you remember that actually used to be the hottest job on planet earth. Now no one needs a prompt engineer because it's pretty easy to prompt all these tools. That job died. Okay. Um and now we need go-to-market engineers. Um I think that job's going to die. We need—everyone needs so many forward deployed engineers. Like you can't hire enough forward deployed engineers. But uh you know um but Palantir just announced in whatever their their big their big event—they've gotten their deployment times down over 90% with forward deployed engineers. So that may become—so the this wave of disruption for the titles and the specificity, it's also exhaustingly accelerating. But it's really simple. You meet anyone for any role—sales, marketing, engineering, product, QA—they're they're either they're either they can't keep all of the ways they use AI to accelerate their job from spewing out of their mouth, or they're staring at you. It's there's nowhere in the middle. Like, and the person that comes in and says—it's it's it sounds Captain Obvious—but like, you know, you just had the whatever from Lovable, the the marketing head that was super popular on the show, right? She's just spewing AI-native insights into Lovable, right? It's not that complicated. You hire her, Elena, or whatever it is. You just hire her. It doesn't matter whether she's still in college or a junior or a senior or a middler, a left or right. And honestly, if you interview people, I would say of all even of the best startups I've invested in, maybe 30% of the management team meets this standard at best. 30%. Maybe less. And of the interviews I do in general, it's single-digit percents. It's just and in in that sense, it's the same as ever. Like you either lower the bar in hiring or you hire someone that's actually great. And someone that's actually great is so far ahead of you in how to apply to to employ the efficiencies of AI in their role, your jaw falls on the table. The difference is we used to need warm bodies. That's what's changing. We used to need warm bodies to answer the call, to do QA, to do code review, to to get the blue pixel to go from the upper left to the lower right. You laugh, but you need you literally needed to brute force this with humans. With AI, every day that goes by, the AI—you do not need brute force human beings on your team. And that's another reason they're shrinking. Why are all these new companies so efficient? They're just not brute forcing things with humans. They're just not. They're choosing not to. And so these team—all the brute forcers out there—everyone talks about how bloated teams got in 2021. I don't agree with that. I think they got as big as they needed to be when growth was high and you needed humans to do everything. All you look at these teams that that doubled—well if growth continued at 60% like the rate in early 2021 for 5 years or can help me do the math and every single thing a software company did required a human. You were understaffed by your 2021 headcount. You'd be sitting here in 2026. You every office in SoMa would be triple packed and you there wouldn't be enough humans to staff your company. It's just the world changed. [20:33] Harry Stebbings: Jason, you live on the bleeding edge. I think me and Rory see that and I think the world sees that when they hear you every week in terms of how you run SaaS. For all of the CEOs and execs who listen to the show, what would you advise them in terms of determining whether someone is AI fluent when they meet them for jobs, for talent? [20:51] Jason Lemkin: Here's I realized I was just asked this. I just did a review with a super fast startup growing just crossing 100 million and I was asked this question. And one of my favorite executives, I thought his answer was pretty dated and because he gave me an answer that was about 6 months old. The answer 6 months old is: "I look for folks in my team, I look for you know at what tools they play with." Okay, that was a great answer in like summer of 2025. Okay, I tried Lovable last week. Okay, the answer in 2026 is: "What commercial AI tool have you brought into your organization this month?" That's the test. Anyone that is on the bleeding edge that you would want to hire—now there are so many great products in the market. Okay, there is no excuse in any role to have not brought one tool a month into your organization. Okay, there—now there's going to be better and better tools and better and better products as the year goes on. What's the one you did? And you will see folks with their deer in the headlights to this question. What what sales tool? What marketing tool? What product tool? What engineering tool? What did you bring in? Why did you pick it? How does it working? Because if you're at remotely at the cutting edge, you're all over this. You're looking for the next agentic tools that will radically improve how you do business. This is—you think everyone thinks SaaS is at the bleeding edge, right? You know, you know, all we do is we're just looking for the tools and trying them. Okay? Okay, we're one year ahead of everybody else because we did the simplest thing in the world. Like we tried the tools early and we trained them. We trained them for a month. Okay, I'll give you—want hear a horrible example from this week? Super hot AI company valued at 6 billion. Okay, I'm not going to name it. Um, this week yesterday told us we had to quadruple what we spent on their product. Okay, their agent told us, right? And why did this happen? Okay. Well, at this $6 billion company, no one had trained the agent on its pricing properly. No one had tested it. They said, "Well, well, we've been in beta." And we said, "Well, when did the beta launch? A year ago." Okay, these are people asleep at at the wheel. You want somebody who the instant this comes up, they exactly know what the issue is. And "Hey, when I was at Lovable Replit, we trained the agent. This is how we did it. I brought in this tool. I brought in this tool that that Rory invested in last week. It solved all these issues." That's what you want to hear. And if they haven't brought in a tool in the last 30 days, at least deeply evaluated it. I don't really care whether they bought it, but gone so far down the funnel they can tell you—pick whatever tool: Fixie, Regie, GC, AIGC—I don't care how you went through it, you looked at it, you can tell me the eight ways it would improve the productivity of your business and three you didn't. Just don't hire that person because they're going to run your company to the ground. This is the job today. The job today is not to screw around on ChatGPT and to be a prompt engineer. The job today is to bring the best AI and agentic products into your organization and leverage all the hard work that the engineers have done building those products. That's your job. You don't have to screw around. You don't have to be a prompt engineer anymore. You have to be an agent deployment expert. A—this is the new job we're making up today. An Agentic Deployment Expert. That's your job from C-level to junior. Agentic Deployment Expert. Don't hire anybody else. You're going to regret it. They're going to stare at the camera. He's good. Stare at the camera. He's honorable. We could probably just I could slip away, get a coffee, and come back. No. And I I sound exasperated, Rory. And I—but the reason I am is I can just see I can see my best companies doing it. And I can see some companies I've invested in not doing it. And I want to cry. I just want to cry when they have no ADs on their team. I just—like you're flushing your years of your life down the toilet by not approaching your how you're building this company this way. [24:33] Rory: Yes. And at the risk of being positive, it's worth pointing out two things he didn't say. Well, something implicit why he said—Jason didn't do the only hire, you know, he didn't commit the um employment law, I think it's a civil penalty of saying only employ people below X who get the new new thing because he implicitly said anyone can do it provided you're willing to learn. And I think that's the big aha that's one of the positive statements to make here right? Look and I think it applies—I'm always wary of being "Hey, coming across, hey this this is the things that you all have to do." I think it applies to everyone including investors right? I mean I will say I have found that unless you're willing to invest the time learning these tools you actually shouldn't be investing in them. One of my partners Andy had this expression: "You know, if you decide you want to stop learning new things you probably should retire within 6 to 12 months and never write another check again." Maybe that's down to 3 to 6 months at this stage, right? And I think, you know, it's— [25:27] Harry Stebbings: Yeah, I actually I actually had a meeting with mine and Jason's biggest investor the other day and I—pretend he's not here—I said I think he's the most equipped investor for this generation of investing because I don't think anyone quite sits at the bleeding edge like he does on the investor side. [25:42] Harry Stebbings: Why in terms of using the equip stuff? Yeah. Yeah. In terms of using the stuff, understanding understanding bottlenecks, constraints. For sure. [25:51] Jason Lemkin: But can I just add one point? We can just cuz it's so important if it helps people. Okay, we are—and thank you Harry. We're going through these phases. Okay, and when AI started to blow up for real for us, uh call it early 2024, right? Maybe late '23, I wasn't equipped. It was too technical. I wasn't going to go in and figure out—I wasn't smart enough to figure out how to deal with a massively hallucinating LLM API and turn that and turn that into something magical. Kudos to investors and others that that got it in early '23, '22. I mean I remember I—I guess it was maybe SaaStr Annual '23. I was with David Sacks and I did a Q&A and I said, "How you thinking about AI at Craft?" He's like, "Well we're all in. We want 80% of '23 of investments to be AI." I'm like, "Great but like show me the show me the great ones in market." He's like, "They're all prototypes. We're all they're all they're all proof of concepts but we're all in anyway." That's where you kind of had to be in '23 if you weren't investing at like the LLM level. Okay, I wasn't smart enough. Then we went through this weird-ass prompt engineer era where like you you could torture these products to do something good, right? But you had to torture them. You had to like craft these crazy things that made no sense. Now we are in the era where mere ordinarily smart generalists can make these tools do magical things. And literally I go to these meetings and people be like, "I don't know how to like this is so scary. I don't know how to do this." And we show them our backends. Do you know how to do a workflow generator? Do you know how to do a a decision tree? Like we've been building these since software in the '90s. Okay, if you—I can show you all of our agents. The how they work is novel. They do have to be trained. You can't be lazy and have these agents work. But honestly, the the UI, the UX, the way we interact with them, it's just software. And so my point is: Pick yourself off the ground. This is your time now. If you felt lost in AI era, if you felt like you're behind, you don't understand what all these people are saying on X and Twitter and their Claude and and their and talking about all the 4.6 point Nano point and it's over—like you just it's not your world. This is your time. This is your time for the generalist that knows how to use software tools really really well. And I—this is my last point but it's so important. If ever in your recent life—and this is why you could be all you need to be is young at heart to Rory's point—if in the last three to five years you have successfully deployed a piece of enterprise software of any sort you yourself, not some agency you hired, but if you have deployed it, you can deploy any agentic tool. Any. And you can become the hero in your company and you can become the hero in your functional area. But I watch folks—I'm literally helping a company now that they're adding hundreds of sales folks this year with a new pre-IPO COO—he's not hasn't brought in a single tool, totally scared of it. Okay, it's not that hard. Did you use SalesLoft? Did you use Outreach? Did you use HubSpot? Do you know these tools? If you can deploy these tools, you can deploy a world-changing AI agent. And so this is the time for people like the folks that that were shut out of the AI revolution right now. The generalist folks that are not that know how to deploy software that don't even know how to build software. Like vibe coding for me was folks who knew how to build software, but you didn't have to be an engineer. Now, you just need to know how to deploy software to win with AI agents. That's all you need to know. So many people have these skills and they're petrified of AI. "How did you do that? How did you deploy an AI BDR?" Well, we bought a piece of software, we figured out how it worked for a day, we set it up in an afternoon, and then and then we did spend 30 months training it, which you didn't do with this old software because in the old days, we just had to manually upload all the data, right? And there was no training. The the only non-intuitive part is training these things. And it's it's it's just work. So that's why when I see folks on the management team not doing this, there's no excuse. You do not need to be technical to win with AI agents in Q2 of '26. You do not need to be even 1% technical. Not at all. So it's your time. Or you're going to get laid off. Or you're going to get laid off because you're not going to matter.
13:04

The most epic 13 minute AI rant I've heard in 2026 PS: My parent's heard this when I was playing it in the car and thought Jason ✨👾SaaStr.Ai✨ Lemkin went OFF like Stephen A Smith does on first take PPS: Full transcript below [17:00] Harry Stebbings: I I just wanted to ask Jason, if the people that we want are fundamentally different, the developers that we used to hire, we don't because AI writes the code for us. The marketers we don't want, the sales people we don't want—who who do we want genuinely? Like what is the attractive profile? Because your Anthropic’s and your OpenAIs are hiring, so so what are the people that we want in the companies of the future? [17:18] Jason Lemkin: Look, I know it sounds trite, but but the answer is simple. It's just the expression each year changes. We want folks that are genuinely AI fluent. It's pretty simple. Now you know, maybe last year we called them prompt engineers, right? That used to be a job. I don't know if you remember that actually used to be the hottest job on planet earth. Now no one needs a prompt engineer because it's pretty easy to prompt all these tools. That job died. Okay. Um and now we need go-to-market engineers. Um I think that job's going to die. We need—everyone needs so many forward deployed engineers. Like you can't hire enough forward deployed engineers. But uh you know um but Palantir just announced in whatever their their big their big event—they've gotten their deployment times down over 90% with forward deployed engineers. So that may become—so the this wave of disruption for the titles and the specificity, it's also exhaustingly accelerating. But it's really simple. You meet anyone for any role—sales, marketing, engineering, product, QA—they're they're either they're either they can't keep all of the ways they use AI to accelerate their job from spewing out of their mouth, or they're staring at you. It's there's nowhere in the middle. Like, and the person that comes in and says—it's it's it sounds Captain Obvious—but like, you know, you just had the whatever from Lovable, the the marketing head that was super popular on the show, right? She's just spewing AI-native insights into Lovable, right? It's not that complicated. You hire her, Elena, or whatever it is. You just hire her. It doesn't matter whether she's still in college or a junior or a senior or a middler, a left or right. And honestly, if you interview people, I would say of all even of the best startups I've invested in, maybe 30% of the management team meets this standard at best. 30%. Maybe less. And of the interviews I do in general, it's single-digit percents. It's just and in in that sense, it's the same as ever. Like you either lower the bar in hiring or you hire someone that's actually great. And someone that's actually great is so far ahead of you in how to apply to to employ the efficiencies of AI in their role, your jaw falls on the table. The difference is we used to need warm bodies. That's what's changing. We used to need warm bodies to answer the call, to do QA, to do code review, to to get the blue pixel to go from the upper left to the lower right. You laugh, but you need you literally needed to brute force this with humans. With AI, every day that goes by, the AI—you do not need brute force human beings on your team. And that's another reason they're shrinking. Why are all these new companies so efficient? They're just not brute forcing things with humans. They're just not. They're choosing not to. And so these team—all the brute forcers out there—everyone talks about how bloated teams got in 2021. I don't agree with that. I think they got as big as they needed to be when growth was high and you needed humans to do everything. All you look at these teams that that doubled—well if growth continued at 60% like the rate in early 2021 for 5 years or can help me do the math and every single thing a software company did required a human. You were understaffed by your 2021 headcount. You'd be sitting here in 2026. You every office in SoMa would be triple packed and you there wouldn't be enough humans to staff your company. It's just the world changed. [20:33] Harry Stebbings: Jason, you live on the bleeding edge. I think me and Rory see that and I think the world sees that when they hear you every week in terms of how you run SaaS. For all of the CEOs and execs who listen to the show, what would you advise them in terms of determining whether someone is AI fluent when they meet them for jobs, for talent? [20:51] Jason Lemkin: Here's I realized I was just asked this. I just did a review with a super fast startup growing just crossing 100 million and I was asked this question. And one of my favorite executives, I thought his answer was pretty dated and because he gave me an answer that was about 6 months old. The answer 6 months old is: "I look for folks in my team, I look for you know at what tools they play with." Okay, that was a great answer in like summer of 2025. Okay, I tried Lovable last week. Okay, the answer in 2026 is: "What commercial AI tool have you brought into your organization this month?" That's the test. Anyone that is on the bleeding edge that you would want to hire—now there are so many great products in the market. Okay, there is no excuse in any role to have not brought one tool a month into your organization. Okay, there—now there's going to be better and better tools and better and better products as the year goes on. What's the one you did? And you will see folks with their deer in the headlights to this question. What what sales tool? What marketing tool? What product tool? What engineering tool? What did you bring in? Why did you pick it? How does it working? Because if you're at remotely at the cutting edge, you're all over this. You're looking for the next agentic tools that will radically improve how you do business. This is—you think everyone thinks SaaS is at the bleeding edge, right? You know, you know, all we do is we're just looking for the tools and trying them. Okay? Okay, we're one year ahead of everybody else because we did the simplest thing in the world. Like we tried the tools early and we trained them. We trained them for a month. Okay, I'll give you—want hear a horrible example from this week? Super hot AI company valued at 6 billion. Okay, I'm not going to name it. Um, this week yesterday told us we had to quadruple what we spent on their product. Okay, their agent told us, right? And why did this happen? Okay. Well, at this $6 billion company, no one had trained the agent on its pricing properly. No one had tested it. They said, "Well, well, we've been in beta." And we said, "Well, when did the beta launch? A year ago." Okay, these are people asleep at at the wheel. You want somebody who the instant this comes up, they exactly know what the issue is. And "Hey, when I was at Lovable Replit, we trained the agent. This is how we did it. I brought in this tool. I brought in this tool that that Rory invested in last week. It solved all these issues." That's what you want to hear. And if they haven't brought in a tool in the last 30 days, at least deeply evaluated it. I don't really care whether they bought it, but gone so far down the funnel they can tell you—pick whatever tool: Fixie, Regie, GC, AIGC—I don't care how you went through it, you looked at it, you can tell me the eight ways it would improve the productivity of your business and three you didn't. Just don't hire that person because they're going to run your company to the ground. This is the job today. The job today is not to screw around on ChatGPT and to be a prompt engineer. The job today is to bring the best AI and agentic products into your organization and leverage all the hard work that the engineers have done building those products. That's your job. You don't have to screw around. You don't have to be a prompt engineer anymore. You have to be an agent deployment expert. A—this is the new job we're making up today. An Agentic Deployment Expert. That's your job from C-level to junior. Agentic Deployment Expert. Don't hire anybody else. You're going to regret it. They're going to stare at the camera. He's good. Stare at the camera. He's honorable. We could probably just I could slip away, get a coffee, and come back. No. And I I sound exasperated, Rory. And I—but the reason I am is I can just see I can see my best companies doing it. And I can see some companies I've invested in not doing it. And I want to cry. I just want to cry when they have no ADs on their team. I just—like you're flushing your years of your life down the toilet by not approaching your how you're building this company this way. [24:33] Rory: Yes. And at the risk of being positive, it's worth pointing out two things he didn't say. Well, something implicit why he said—Jason didn't do the only hire, you know, he didn't commit the um employment law, I think it's a civil penalty of saying only employ people below X who get the new new thing because he implicitly said anyone can do it provided you're willing to learn. And I think that's the big aha that's one of the positive statements to make here right? Look and I think it applies—I'm always wary of being "Hey, coming across, hey this this is the things that you all have to do." I think it applies to everyone including investors right? I mean I will say I have found that unless you're willing to invest the time learning these tools you actually shouldn't be investing in them. One of my partners Andy had this expression: "You know, if you decide you want to stop learning new things you probably should retire within 6 to 12 months and never write another check again." Maybe that's down to 3 to 6 months at this stage, right? And I think, you know, it's— [25:27] Harry Stebbings: Yeah, I actually I actually had a meeting with mine and Jason's biggest investor the other day and I—pretend he's not here—I said I think he's the most equipped investor for this generation of investing because I don't think anyone quite sits at the bleeding edge like he does on the investor side. [25:42] Harry Stebbings: Why in terms of using the equip stuff? Yeah. Yeah. In terms of using the stuff, understanding understanding bottlenecks, constraints. For sure. [25:51] Jason Lemkin: But can I just add one point? We can just cuz it's so important if it helps people. Okay, we are—and thank you Harry. We're going through these phases. Okay, and when AI started to blow up for real for us, uh call it early 2024, right? Maybe late '23, I wasn't equipped. It was too technical. I wasn't going to go in and figure out—I wasn't smart enough to figure out how to deal with a massively hallucinating LLM API and turn that and turn that into something magical. Kudos to investors and others that that got it in early '23, '22. I mean I remember I—I guess it was maybe SaaStr Annual '23. I was with David Sacks and I did a Q&A and I said, "How you thinking about AI at Craft?" He's like, "Well we're all in. We want 80% of '23 of investments to be AI." I'm like, "Great but like show me the show me the great ones in market." He's like, "They're all prototypes. We're all they're all they're all proof of concepts but we're all in anyway." That's where you kind of had to be in '23 if you weren't investing at like the LLM level. Okay, I wasn't smart enough. Then we went through this weird-ass prompt engineer era where like you you could torture these products to do something good, right? But you had to torture them. You had to like craft these crazy things that made no sense. Now we are in the era where mere ordinarily smart generalists can make these tools do magical things. And literally I go to these meetings and people be like, "I don't know how to like this is so scary. I don't know how to do this." And we show them our backends. Do you know how to do a workflow generator? Do you know how to do a a decision tree? Like we've been building these since software in the '90s. Okay, if you—I can show you all of our agents. The how they work is novel. They do have to be trained. You can't be lazy and have these agents work. But honestly, the the UI, the UX, the way we interact with them, it's just software. And so my point is: Pick yourself off the ground. This is your time now. If you felt lost in AI era, if you felt like you're behind, you don't understand what all these people are saying on X and Twitter and their Claude and and their and talking about all the 4.6 point Nano point and it's over—like you just it's not your world. This is your time. This is your time for the generalist that knows how to use software tools really really well. And I—this is my last point but it's so important. If ever in your recent life—and this is why you could be all you need to be is young at heart to Rory's point—if in the last three to five years you have successfully deployed a piece of enterprise software of any sort you yourself, not some agency you hired, but if you have deployed it, you can deploy any agentic tool. Any. And you can become the hero in your company and you can become the hero in your functional area. But I watch folks—I'm literally helping a company now that they're adding hundreds of sales folks this year with a new pre-IPO COO—he's not hasn't brought in a single tool, totally scared of it. Okay, it's not that hard. Did you use SalesLoft? Did you use Outreach? Did you use HubSpot? Do you know these tools? If you can deploy these tools, you can deploy a world-changing AI agent. And so this is the time for people like the folks that that were shut out of the AI revolution right now. The generalist folks that are not that know how to deploy software that don't even know how to build software. Like vibe coding for me was folks who knew how to build software, but you didn't have to be an engineer. Now, you just need to know how to deploy software to win with AI agents. That's all you need to know. So many people have these skills and they're petrified of AI. "How did you do that? How did you deploy an AI BDR?" Well, we bought a piece of software, we figured out how it worked for a day, we set it up in an afternoon, and then and then we did spend 30 months training it, which you didn't do with this old software because in the old days, we just had to manually upload all the data, right? And there was no training. The the only non-intuitive part is training these things. And it's it's it's just work. So that's why when I see folks on the management team not doing this, there's no excuse. You do not need to be technical to win with AI agents in Q2 of '26. You do not need to be even 1% technical. Not at all. So it's your time. Or you're going to get laid off. Or you're going to get laid off because you're not going to matter.

Arjun Mahadevan (Mr. LLC 🇺🇸)

37,533 görüntüleme • 3 ay önce

Jensen Huang on how to convey your vision to employees: Question: "How you convey your vision to your employees and how you keep that sense of urgency in them so that they continue improving themselves?" Jensen: "So the question is how do I convey my vision to the employees and how do we convey a sense of urgency? First of all, you convey your vision the good old-fashioned way. And it's about telling a story. I'm not the best storyteller in the world, and I'm not the best, I don't enjoy public speaking, actually. And if you were to give me a choice right now between doing this versus just answering one of your emails, and I'll give you all my email address, you could all send me an email, and I'd be glad to respond to it. I'd rather do that. You know, I'm still an engineer, and I'm introverted by design, I guess. And I don't find myself particularly articulate. And so I don't enjoy the process of public speaking. But you have to force yourself to do it. It's for a good reason. It's for a good cause. I have to admit that speaking to my employees or speaking to NVIDIA's employees is the single most intimidating thing that I do. It freaks me out. And the reason for that is because I respect their time so much, and I know how important the meeting is, that in your own mind, the bar and the responsibility is extraordinary. But you have to put yourself, and I'm speaking to engineers here, you have to force yourself to communicate at a bigger picture level. You have to force yourself to practice. And it's something that over time you get better at. In terms of how do we communicate a sense of urgency? Just through action. They have to see that when I make decisions or when I do something or when something is near my field of influence, my scope of influence, that I do it with a sense of urgency. And it's amazing what that does. People simply pick up those habits from you. If your CEO works hard, you'll work hard. If your CEO cares, you'll care. If your CEO loves this company, you'll love this company. If your CEO is passionate about the work that we do, you'll be passionate about the work that we do. If your CEO does everything with an extraordinary sense of purpose and intensity and sense of urgency, you will too. It's amazing what happens when you're a leader of anything, whether you're a leader of a project team or, right? As I say that, you could almost everybody just, yeah, I get it. Leader of a project team or a leader of a lab team. The behavior and the values and the habits of that leader has an amazing way of rubbing off on everybody else."
2:52

Jensen Huang on how to convey your vision to employees: Question: "How you convey your vision to your employees and how you keep that sense of urgency in them so that they continue improving themselves?" Jensen: "So the question is how do I convey my vision to the employees and how do we convey a sense of urgency? First of all, you convey your vision the good old-fashioned way. And it's about telling a story. I'm not the best storyteller in the world, and I'm not the best, I don't enjoy public speaking, actually. And if you were to give me a choice right now between doing this versus just answering one of your emails, and I'll give you all my email address, you could all send me an email, and I'd be glad to respond to it. I'd rather do that. You know, I'm still an engineer, and I'm introverted by design, I guess. And I don't find myself particularly articulate. And so I don't enjoy the process of public speaking. But you have to force yourself to do it. It's for a good reason. It's for a good cause. I have to admit that speaking to my employees or speaking to NVIDIA's employees is the single most intimidating thing that I do. It freaks me out. And the reason for that is because I respect their time so much, and I know how important the meeting is, that in your own mind, the bar and the responsibility is extraordinary. But you have to put yourself, and I'm speaking to engineers here, you have to force yourself to communicate at a bigger picture level. You have to force yourself to practice. And it's something that over time you get better at. In terms of how do we communicate a sense of urgency? Just through action. They have to see that when I make decisions or when I do something or when something is near my field of influence, my scope of influence, that I do it with a sense of urgency. And it's amazing what that does. People simply pick up those habits from you. If your CEO works hard, you'll work hard. If your CEO cares, you'll care. If your CEO loves this company, you'll love this company. If your CEO is passionate about the work that we do, you'll be passionate about the work that we do. If your CEO does everything with an extraordinary sense of purpose and intensity and sense of urgency, you will too. It's amazing what happens when you're a leader of anything, whether you're a leader of a project team or, right? As I say that, you could almost everybody just, yeah, I get it. Leader of a project team or a leader of a lab team. The behavior and the values and the habits of that leader has an amazing way of rubbing off on everybody else."

Founder Mode

16,574 görüntüleme • 5 ay önce

First of all, no one cares. I'm not scanning your entire person through your forest of stupid pins looking for pronouns. Second of all, I can tell you're "queer," but you're still the same kind of annoying white woman you're ranting about. Only difference is you have hardware in your face, a haircut that looks like you lost a fight with a weedwhacker, and a really shitty and entitled attitude. Thirdly, I'm always polite and warm with service workers, but you forget yourself. You are not there so that customers can line up to be your validation dispensers. You're there to sling coffee, or man the cash register, or do whatever your job is. Shut up and do it, and spare us all your unhinged ranting about your identity. You are not special just because you chose to style yourself in this way. Grow up.
1:09

Sensitive content

First of all, no one cares. I'm not scanning your entire person through your forest of stupid pins looking for pronouns. Second of all, I can tell you're "queer," but you're still the same kind of annoying white woman you're ranting about. Only difference is you have hardware in your face, a haircut that looks like you lost a fight with a weedwhacker, and a really shitty and entitled attitude. Thirdly, I'm always polite and warm with service workers, but you forget yourself. You are not there so that customers can line up to be your validation dispensers. You're there to sling coffee, or man the cash register, or do whatever your job is. Shut up and do it, and spare us all your unhinged ranting about your identity. You are not special just because you chose to style yourself in this way. Grow up.

Ⓐ

687,842 görüntüleme • 2 yıl önce

In Rust, error handling is opt-out, not opt-in. Alice Ryhl (Rust for Android at Google, Rust language advisor & Tokio maintainer) explains: “The other thing I think is quite good is error handling. So on one hand, Rust doesn't really use exceptions, so it actually returns the error as a value. So you return a value that's, using an enum, either the result or the error. And the way this is done is that there's an operator `?` - so you write: my_function and then a question mark at the end - which means if this function fails, return the error. So it's really easy to handle errors but it's not serial characters like it is with exceptions, so it's explicit. On the other hand, if you forget to put the question mark, that's a compilation error. So you have to check it, and of course you can also have it manually, but the point is it's this idea of there are these things where you write some code and there's some implicit error condition you didn't think of and now you just took down your server or something.”
1:13

In Rust, error handling is opt-out, not opt-in. Alice Ryhl (Rust for Android at Google, Rust language advisor & Tokio maintainer) explains: “The other thing I think is quite good is error handling. So on one hand, Rust doesn't really use exceptions, so it actually returns the error as a value. So you return a value that's, using an enum, either the result or the error. And the way this is done is that there's an operator `?` - so you write: my_function and then a question mark at the end - which means if this function fails, return the error. So it's really easy to handle errors but it's not serial characters like it is with exceptions, so it's explicit. On the other hand, if you forget to put the question mark, that's a compilation error. So you have to check it, and of course you can also have it manually, but the point is it's this idea of there are these things where you write some code and there's some implicit error condition you didn't think of and now you just took down your server or something.”

The Pragmatic Engineer

52,059 görüntüleme • 1 ay önce

xfinity Internet service launches xfinity wifi motion and it’s exactly what it sounds like Your WiFi will now be tracking you in your home and even discloses your movement to third parties “It tracks movement inside your home using nothing but your WiFi signals. No cameras, no sensors, just your router blasting invisible waves and reading how they bounce off your body. That's not WI fi anymore. That's a radar.” Comcast's terms of service specify that they'll use their WiFi Motion service to tell the police or any other third party about your movements at home “You walk across the room, it knows you open a door, it knows you sit still too long, it knows it's a motion detection through your Internet. And the craziest part? It's already built into the router, just waiting to be activated. Most people won't even realize they've installed live surveillance in their own home. Xfinity calls it a feature, but this isn't smart tech. It's a silent wireless tracking system. And once your router can map your movements, you're not just connected, you're monitored. Constantly. This is how the surveillance state gets in. Not with cameras, but with conveniences. Not with force, but with features. And by the time people figure it out, the cage is already built.”
1:08

xfinity Internet service launches xfinity wifi motion and it’s exactly what it sounds like Your WiFi will now be tracking you in your home and even discloses your movement to third parties “It tracks movement inside your home using nothing but your WiFi signals. No cameras, no sensors, just your router blasting invisible waves and reading how they bounce off your body. That's not WI fi anymore. That's a radar.” Comcast's terms of service specify that they'll use their WiFi Motion service to tell the police or any other third party about your movements at home “You walk across the room, it knows you open a door, it knows you sit still too long, it knows it's a motion detection through your Internet. And the craziest part? It's already built into the router, just waiting to be activated. Most people won't even realize they've installed live surveillance in their own home. Xfinity calls it a feature, but this isn't smart tech. It's a silent wireless tracking system. And once your router can map your movements, you're not just connected, you're monitored. Constantly. This is how the surveillance state gets in. Not with cameras, but with conveniences. Not with force, but with features. And by the time people figure it out, the cage is already built.”

Wall Street Apes

275,376 görüntüleme • 1 yıl önce

The subject of 'owning a slave' is dense. It is something we hear a lot when we are in the FemDom Realm. Is it just fantasy? Can it actually be a lifestyle? How do we navigate this type of dynamic? How do we even get to that level of D/s? In this short clip [Exerpt from SLAVE TRAINING Part 2] I want to already bring to your attention one thing that will define if your desire for a slave (or desire as a slave) is touching more on a fantasy or... how can you actually navigate this in a realistic way. No one person 'can do it all' or should be expected to. If you want your slave to be 'the best' , assign them a specific role in which they can excel... and then build upon that. Once they 'master' your housekeeping (which takes quite a bit of real training), they can move to other levels. And an important note I want to leave here... make them EARN access to certain things in your life that sometimes you just want to delegate because you don't want to manage or don't know how to manage. Entrusting them with serious tasks that can affect your life, your business, your reputation, are on top of the ladder. Are they even qualified for the thing you want them to take off your shoulders? Start small and allow them to grow in their submission, to develop their skills and to learn how to best satisfy you without setting them up for failure by expecting too much, too quick. In the end, if you want this to truly work, you have to approach it from a place that transcends the roles. As this is consensual power exchange. And you both want to be fulfilled in that relationship.
1:16

The subject of 'owning a slave' is dense. It is something we hear a lot when we are in the FemDom Realm. Is it just fantasy? Can it actually be a lifestyle? How do we navigate this type of dynamic? How do we even get to that level of D/s? In this short clip [Exerpt from SLAVE TRAINING Part 2] I want to already bring to your attention one thing that will define if your desire for a slave (or desire as a slave) is touching more on a fantasy or... how can you actually navigate this in a realistic way. No one person 'can do it all' or should be expected to. If you want your slave to be 'the best' , assign them a specific role in which they can excel... and then build upon that. Once they 'master' your housekeeping (which takes quite a bit of real training), they can move to other levels. And an important note I want to leave here... make them EARN access to certain things in your life that sometimes you just want to delegate because you don't want to manage or don't know how to manage. Entrusting them with serious tasks that can affect your life, your business, your reputation, are on top of the ladder. Are they even qualified for the thing you want them to take off your shoulders? Start small and allow them to grow in their submission, to develop their skills and to learn how to best satisfy you without setting them up for failure by expecting too much, too quick. In the end, if you want this to truly work, you have to approach it from a place that transcends the roles. As this is consensual power exchange. And you both want to be fulfilled in that relationship.

Ms. Malissia

12,623 görüntüleme • 4 ay önce

Former NBA star Gilbert Arenas says women should be ashamed if they aren't contributing financially or making their man’s life easier “The idea of this is what attracts you to get what I want, it's just prostitution in a sense. But at some point, I don't want you. You're not an equal. You're just a taker. You're not making my life easier. You're making it harder” “If you are a stay at home wife or girlfriend, then you need to understand what that means. When I come home, is the house clean and the suitcase packed? Are the clothes clean and folded? Do your part to make the entity's life easier. That is the point” “If you're not going to put into making money with me, helping me make money, working with me, or working for me. If I have an assistant, as a woman you should be ashamed of yourself. If your NBA husband, your CEO husband, whatever the fuck he is, has an assistant and that's not your fucking job, nah” “Women, if this what you say when someone says, ‘Hey, what do you bring?’ and you say, ‘I bring the table,’ get the fuck out. I have a table, all the fucking chairs, I have the food. Now what do you bring?” “There are eight billion people in the world. As a woman, I don't need you to say, ‘I can't afford that.’ If you can't afford it, find a dude who wants to pay all your bills. I'm looking for someone who wants to be equal because equal means I'm going to treat you equal” “If I'm paying all your bills, you really have no value to me and I'm going to keep fucking whoever I want to fuck. You have no rules over me. Now, if we’re 50-50 you are valued, which means I'm not going to jeopardize this for that”
2:16

Former NBA star Gilbert Arenas says women should be ashamed if they aren't contributing financially or making their man’s life easier “The idea of this is what attracts you to get what I want, it's just prostitution in a sense. But at some point, I don't want you. You're not an equal. You're just a taker. You're not making my life easier. You're making it harder” “If you are a stay at home wife or girlfriend, then you need to understand what that means. When I come home, is the house clean and the suitcase packed? Are the clothes clean and folded? Do your part to make the entity's life easier. That is the point” “If you're not going to put into making money with me, helping me make money, working with me, or working for me. If I have an assistant, as a woman you should be ashamed of yourself. If your NBA husband, your CEO husband, whatever the fuck he is, has an assistant and that's not your fucking job, nah” “Women, if this what you say when someone says, ‘Hey, what do you bring?’ and you say, ‘I bring the table,’ get the fuck out. I have a table, all the fucking chairs, I have the food. Now what do you bring?” “There are eight billion people in the world. As a woman, I don't need you to say, ‘I can't afford that.’ If you can't afford it, find a dude who wants to pay all your bills. I'm looking for someone who wants to be equal because equal means I'm going to treat you equal” “If I'm paying all your bills, you really have no value to me and I'm going to keep fucking whoever I want to fuck. You have no rules over me. Now, if we’re 50-50 you are valued, which means I'm not going to jeopardize this for that”

dank

79,952 görüntüleme • 1 ay önce

I recommend that you watch the video first before reading. I will try my best to get you to believe that this is a life or death situation. Because it really is. Also I would like to remove any misconceptions and confusion. It does no one any good if my point is missed. Not me, not you. It is the thing I love most about prayer. So first of all, prayer is not an excuse to do nothing, hence my biggest issues when our respected men of God tell us just to pray. Look, when you pray for God’s protection in the morning, you don’t get out on the mainroad and jump in front of a moving car. No, you’d have to get to work by driving carefully. That is how you get the complete answer to your prayer. Second of all, I am not your typical anything, when you feel you have figured me out, reserve a little space in your mind for surprises (they are usually not bad ones). However you can always bank on that I will stand for Righteousness, Justice, Truth, Equity and Fairness So here goes, legislation that’s what I love about prayer. An exercise where precedences can be birth. There are different types of changes such as the swapping between two already existent things/experiences. However the biggest type of change is the one where the seen or usual or existent gives room for the never-seen-before or unusual or non-existent. This is what it means to set precedence. The making of Firsts. People who are spiritually deep know that, for something to achieve “being” then it didn’t exist before. And if “it” didn’t exist before, it meant there are existing protocols/workings/laws/principles ensuring “It” never be (comes into existence). So if “It” must be, then you may have to legislate a new Law/Act to make “It” be (come into existence) first in the spiritual and then watch out for its manifestation in the physical. The movie is an account of events that actually happened. This is a true life story. Not fiction, this is what makes the wisdom therein even more intense. This is why I speak in tongues, how else am I going to have access to the secret archives of spiritual information for which to build my case on. This is why Paul says the conversation is not with man but with God “howbeit he speaketh mysteries” 1Cor14:2. This is why God encourages you to present your strong reasons. “...let us plead and argue together. Set forth your case that you may be justified (proved right)". Why should you enact a new protocol? Why should a new Act be raised for you? Why should you have a one-in-town kind of favour/grace/unction/reach/influence/help/vision/sight/run/strength? Whatever the new thing you want is, what if it is a matter of life and death. This is what I meant at the beginning of this post. What if you want to start generational wealth for your progeny. FIRSTS a.k.a NEW THINGS usually either have to be birthed or be legislated. I will/may speak on birthing in another post. The point here is God is a Judge too, you can get him to rule in your favor, you just have to have done your research. Especially when your matter requires dealing with your Antecedents. (No matter how much she tried and wanted it your Mother couldn’t get pregnant until she was forty-five why should you have a child in your twenties? Because you simply want it?). It’s just that you are not (re)searching physical things, sometimes you are searching on spiritual protocols that predates Adam. That’s why Psalms40:7 says “Then said I, Behold, I come; in the volume of the book as it is written for me: Yes, really, or why do you think the Bible says “…for the [Holy] Spirit searches diligently, exploring and examining everything, even sounding the profound and bottomless things of God [the divine counsels and things hidden (and) beyond man’s scrutiny]” 1Cor2:10. Praying in tongues is a multifaceted multidimensional exercise. The Spirit of God is helping your spirit research, discern, articulate accurately and speak.
2:14

I recommend that you watch the video first before reading. I will try my best to get you to believe that this is a life or death situation. Because it really is. Also I would like to remove any misconceptions and confusion. It does no one any good if my point is missed. Not me, not you. It is the thing I love most about prayer. So first of all, prayer is not an excuse to do nothing, hence my biggest issues when our respected men of God tell us just to pray. Look, when you pray for God’s protection in the morning, you don’t get out on the mainroad and jump in front of a moving car. No, you’d have to get to work by driving carefully. That is how you get the complete answer to your prayer. Second of all, I am not your typical anything, when you feel you have figured me out, reserve a little space in your mind for surprises (they are usually not bad ones). However you can always bank on that I will stand for Righteousness, Justice, Truth, Equity and Fairness So here goes, legislation that’s what I love about prayer. An exercise where precedences can be birth. There are different types of changes such as the swapping between two already existent things/experiences. However the biggest type of change is the one where the seen or usual or existent gives room for the never-seen-before or unusual or non-existent. This is what it means to set precedence. The making of Firsts. People who are spiritually deep know that, for something to achieve “being” then it didn’t exist before. And if “it” didn’t exist before, it meant there are existing protocols/workings/laws/principles ensuring “It” never be (comes into existence). So if “It” must be, then you may have to legislate a new Law/Act to make “It” be (come into existence) first in the spiritual and then watch out for its manifestation in the physical. The movie is an account of events that actually happened. This is a true life story. Not fiction, this is what makes the wisdom therein even more intense. This is why I speak in tongues, how else am I going to have access to the secret archives of spiritual information for which to build my case on. This is why Paul says the conversation is not with man but with God “howbeit he speaketh mysteries” 1Cor14:2. This is why God encourages you to present your strong reasons. “...let us plead and argue together. Set forth your case that you may be justified (proved right)". Why should you enact a new protocol? Why should a new Act be raised for you? Why should you have a one-in-town kind of favour/grace/unction/reach/influence/help/vision/sight/run/strength? Whatever the new thing you want is, what if it is a matter of life and death. This is what I meant at the beginning of this post. What if you want to start generational wealth for your progeny. FIRSTS a.k.a NEW THINGS usually either have to be birthed or be legislated. I will/may speak on birthing in another post. The point here is God is a Judge too, you can get him to rule in your favor, you just have to have done your research. Especially when your matter requires dealing with your Antecedents. (No matter how much she tried and wanted it your Mother couldn’t get pregnant until she was forty-five why should you have a child in your twenties? Because you simply want it?). It’s just that you are not (re)searching physical things, sometimes you are searching on spiritual protocols that predates Adam. That’s why Psalms40:7 says “Then said I, Behold, I come; in the volume of the book as it is written for me: Yes, really, or why do you think the Bible says “…for the [Holy] Spirit searches diligently, exploring and examining everything, even sounding the profound and bottomless things of God [the divine counsels and things hidden (and) beyond man’s scrutiny]” 1Cor2:10. Praying in tongues is a multifaceted multidimensional exercise. The Spirit of God is helping your spirit research, discern, articulate accurately and speak.

Dr Ayo

268,852 görüntüleme • 2 yıl önce

A new way of working. And a scary one at that. Memory Store is one of a group of new kinds of AI-first companies that can turn you into a Fast Company. I’m using several of them on my desktop and they are a dramatically new way to work. It builds a memory for: 1. Your AI agents. 2. Any employee using it. 3. The company itself. I sit down with founder Diwank Singh Tomer, Diwank Singh Tomer, who both freaks me out as well as shows how AI can radically help workers as well as managers. First, why does it freak me out? Well, his AI watches nearly everything a worker does and keeps a “memory” of it. It watches your email. Your calendar. Your Slack. And a whole lot of other things. This can really freak out workers if “forced” on them. And leads to a whole new set of security issues companies need to consider before adopting these things. Such data about a company could give a competitor a HUGE advantage, if leaked. They would know how a company “thinks.” It really is a surveillance system for employees and the company itself. OK, now why would anyone ever use such a thing? Because it gives employees super powers. It makes them more productive. Shows workers a lot of things about themselves, and helps them work and stay on task. It also gives the company super powers. Institutional memory stays with the AI now, even if an employee dies or leaves. As companies move to “AI First” approaches, they will increasingly see the value in companies like Memory Store. It prepares employees for meetings. It helps them remember things. It shows them what they should be working on, and helps them do it. Memory Store builds a memory for: 1. Your agents. 2. Your company. 3. Yourself, or any employee on it. This helps all three work better together. Diwank Singh Tomer and I go in depth about what it does and how deeply it improves working at a company that deploys it. But to get the ultimate benefits you gotta convince your coworkers to use it. And your managers to approve it. Which means you have to get over your fears and get everyone you work with over theirs too. Which will be the challenge for Diwank. Luckily for him his first customers are raving about how good it is and how much his platform helped their companies. Increases sales. Makes teams more productive. Decreases errors and unnecessary costs. Which tells me everyone soon will be using systems like this. This is what the new way of working looks like. Once I got over my fears it sure is an amazing way to work. Will you try working this way?
52:08

A new way of working. And a scary one at that. Memory Store is one of a group of new kinds of AI-first companies that can turn you into a Fast Company. I’m using several of them on my desktop and they are a dramatically new way to work. It builds a memory for: 1. Your AI agents. 2. Any employee using it. 3. The company itself. I sit down with founder Diwank Singh Tomer, Diwank Singh Tomer, who both freaks me out as well as shows how AI can radically help workers as well as managers. First, why does it freak me out? Well, his AI watches nearly everything a worker does and keeps a “memory” of it. It watches your email. Your calendar. Your Slack. And a whole lot of other things. This can really freak out workers if “forced” on them. And leads to a whole new set of security issues companies need to consider before adopting these things. Such data about a company could give a competitor a HUGE advantage, if leaked. They would know how a company “thinks.” It really is a surveillance system for employees and the company itself. OK, now why would anyone ever use such a thing? Because it gives employees super powers. It makes them more productive. Shows workers a lot of things about themselves, and helps them work and stay on task. It also gives the company super powers. Institutional memory stays with the AI now, even if an employee dies or leaves. As companies move to “AI First” approaches, they will increasingly see the value in companies like Memory Store. It prepares employees for meetings. It helps them remember things. It shows them what they should be working on, and helps them do it. Memory Store builds a memory for: 1. Your agents. 2. Your company. 3. Yourself, or any employee on it. This helps all three work better together. Diwank Singh Tomer and I go in depth about what it does and how deeply it improves working at a company that deploys it. But to get the ultimate benefits you gotta convince your coworkers to use it. And your managers to approve it. Which means you have to get over your fears and get everyone you work with over theirs too. Which will be the challenge for Diwank. Luckily for him his first customers are raving about how good it is and how much his platform helped their companies. Increases sales. Makes teams more productive. Decreases errors and unnecessary costs. Which tells me everyone soon will be using systems like this. This is what the new way of working looks like. Once I got over my fears it sure is an amazing way to work. Will you try working this way?

Robert Scoble

25,975 görüntüleme • 2 ay önce

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"
6:59

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jaynit

68,550 görüntüleme • 3 ay önce