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20,522 views • 2 years ago •via X (Twitter)

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THE LIBRARY OF MINDS: EPISODE 3 - Soleio Cuervo (Soleio) Early designer at Facebook & Dropbox, co-inventor of the Like button, and design-driven investor behind Figma, Perplexity, and Delphi. We discuss: • The untold story of the Facebook Like button • Defining the role of “Product Designer” at Facebook • Building world-class design cultures at scale • Balancing speed vs. excellence in product teams • When intuition fails - and data saves you Plus: Lessons in hybrid designer-engineers, hackathon culture, trust & safety, and how AI is redefining great UX. Bonus: Soleio on utility vs. beauty, system-centric design, and why digital minds might be the next design frontier. (00:00) - Intro (01:00) - Who is Soleio Cuervo (02:00) - Early web days: The origins of product design (04:37) - Inventing the ‘product designer’ role at Facebook (07:43) - Culture of speed, ownership, and building at Facebook (11:45) - Shipping fast: The story of Facebook’s Like button (13:54) - When to persist and when to quit: Loonshots, ‘false fails’, and user onboarding at Facebook (17:49) - Transitioning cultures: From Facebook’s speed to Dropbox’s trust (20:54) - Balancing speed with excellence: Lessons for AI-era startups (22:28) - Is speed or quality a stronger differentiator in today’s tech world? (24:35) - Can design be a moat in the age of AI? (27:35) - Rethinking UX in an AI-native world (29:08) - Why Soleio invested in Delphi: The “Oprahbot” idea and digital minds

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Confluent just sold for $11 billion. Jay Kreps built it by learning a distinction that sits at the center of every hard company decision. There are two questions you can ask about anything hard: what can we do? And what do we have to do? The first is answered by your team. The second is imposed by the world. When Confluent needed a cloud product, most of the company thought it was a terrible idea. The on-prem business was working. The economics were better. Investors thought they were making a mistake. As Jay put it: if there were two standalone companies, we'd invest in this one and definitely not that one. Jay's answer: we have to do this. There's no question that a huge portion of the market is going to be in the cloud. So we have to serve that part of the market. The fact that it's very hard is not relevant. Once you know you have to do something, you find a way to do it. We cover this insight amongst dozens of others in my most recent "In Depth" conversation. Timestamps: 01:18 Making the leap from engineer to CEO 03:33 The 80% rule: what a CEO actually needs to know 04:54 Scaling different business disciplines 09:31 How Confluent’s story began in LinkedIn 12:13 The growing need for scalable data tech 13:37 What the early Kafka product looked like 16:38 Kafka’s underwhelming open-source launch 18:38 The blog post that accelerated Kafka’s adoption 20:16 Why so many marketing messages fail 28:08 The decision to build Confluent 34:24 Planning to fundraise before building the product 39:19 Confluent’s early years: Tough product decisions 47:07 The underrated growth lever question for companies 55:46 Why founder optimism is an overrated trait 1:00:29 What should founders give up as they scale? 1:02:47 Why people become trapped in a failure mindset 1:08:33 The Chipotle problem: Losing excellence at scale

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