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Raven Resonance CEO Thomas Suarez explains the 3 beachhead use cases that will allow AR devices to actually scale: "The first is micro interactions. This is something where you're in and out of the display within 5 to 10 seconds. Examples are next navigation direction, phone notifications, changing music,... or cooking instructions." "Second is reference material. This is where you can AirPlay your phone screen or pin up relevant information. If you're working on something with your hands, you want something that is hands-free that's going to give you that information. Ideally you can ask an LLM or an AI to help you with that task." "Third is spatial experiences, which is what we've seen from Specs. There's a lot of spatial work that we want to do in the future as well. But I think right now, you want to build toward what is the iPod of AR before you build the iPhone."show more

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Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

TBPN

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Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

Box CEO Aaron Levie's defense of software over vibe-coded, n-of-1 internal tools: "If you're Ford, and you're doing your supply chain on an ERP system, you want that to work the exact same way every single time." "The billions of transactions going through that ERP system, you cannot take for granted. So the idea that you're going to go vibe-code that is not possible, or at least not likely." "The other point is: your company has a fixed amount of IT resources. And you have to decide what you're going to spend your time on as an organization." "Do you want to spend time on rebuilding something that the market can supply you, that's seen best practices thousands of times? Or do you want to go and build that out with your n-of-1 experience?" "Or do you want to spend your limited, scarce resources on building software, and building experiences, that will make you more money, and that will actually be used by your customers?" "I think on the margin the average enterprise is going to spend their time and energy on the latter." "I'm 100% bullish on vibe-coding, 100% bullish that we're going to have 100x more software. But that still doesn't cross the threshold where I would want to go build our own CRM system."

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.Scott Wu to Joe Lonsdale on why Cognition uses AI in job interviews: "One or two years ago, people had this mentality of 'How do we make sure people aren't using AI while we're interviewing them?' And I think that has totally flipped. Honestly, I think that was wrong... If you're asking the question of like, how do we evaluate people on exactly the thing that AI can already do, that seems kind of the wrong. Our interview process has always been... you can use as much AI as you want to use. We're going to give you a few hours. Just build your whole own product surface. A lot of these are projects that, frankly, is like, if you were trying to do this by hand, you would not be able to get done in a few hours. So you kind of have to use AI for this. But in reality, what we actually want to test is, in addition to how familiar you are with these tools, what we actually want to test is, what do you think is the right thing to build? Or how do you make these product decisions? How do you make these trade-offs? How do you decide or collect information about what you should be doing?"

.Scott Wu to Joe Lonsdale on why Cognition uses AI in job interviews: "One or two years ago, people had this mentality of 'How do we make sure people aren't using AI while we're interviewing them?' And I think that has totally flipped. Honestly, I think that was wrong... If you're asking the question of like, how do we evaluate people on exactly the thing that AI can already do, that seems kind of the wrong. Our interview process has always been... you can use as much AI as you want to use. We're going to give you a few hours. Just build your whole own product surface. A lot of these are projects that, frankly, is like, if you were trying to do this by hand, you would not be able to get done in a few hours. So you kind of have to use AI for this. But in reality, what we actually want to test is, in addition to how familiar you are with these tools, what we actually want to test is, what do you think is the right thing to build? Or how do you make these product decisions? How do you make these trade-offs? How do you decide or collect information about what you should be doing?"

American Optimist

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Andy Dunn (Andy Dunn) says he wants his company Pie to "be the operating system by which you get off your phone and back into real life." "It's an app and an AI agent to build infrastructure for your whole social life." "The primary product is an app that has events that we think you might want to go to, communities that you might want to belong to, and people we think you'd want to meet. And that's how it gets going." "Sometimes, [even] if you have a lot of friends, and you have a good social life, what sucks is it's hard to find time to see them. It's hard to get out of this rat race to actually prioritize seeing the people you care about." "So that's why we just launched an AI agent called Pienelope. Her job is in iMessage as well as — soon, in the app — to help be a 'social life instigator' and 'chaos coordinator' to get you together with the people that you should be spending more time with."

Andy Dunn (Andy Dunn) says he wants his company Pie to "be the operating system by which you get off your phone and back into real life." "It's an app and an AI agent to build infrastructure for your whole social life." "The primary product is an app that has events that we think you might want to go to, communities that you might want to belong to, and people we think you'd want to meet. And that's how it gets going." "Sometimes, [even] if you have a lot of friends, and you have a good social life, what sucks is it's hard to find time to see them. It's hard to get out of this rat race to actually prioritize seeing the people you care about." "So that's why we just launched an AI agent called Pienelope. Her job is in iMessage as well as — soon, in the app — to help be a 'social life instigator' and 'chaos coordinator' to get you together with the people that you should be spending more time with."

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Zapier CEO Wade Foster says individuals have become more productive with AI tools, but that it's not clear if companies as a whole are also becoming more productive: "Across Zapier, 100% of our employees are using AI daily. People are individually more productive. But if you were to ask me, 'Is the company more productive, institutionally are we more productive?' It's a lot harder to say yes to that." "This feels like the next thing that everybody's working on: How do we actually accelerate the institution? This gets harder because you actually have to rethink how the company works." "To give you an example, we've gone from a world where code was expensive to now code is cheap. In the world where code was expensive, you had all these processes upfront to talk to customers, to align on roadmaps, to figure out what the right thing to build was, because if you chose the wrong thing, that was a really expensive mistake." "But when code is cheap, you can get rid of all that stuff. And that takes redesigning jobs or rethinking the human where the human actually exists in the first place."

Zapier CEO Wade Foster says individuals have become more productive with AI tools, but that it's not clear if companies as a whole are also becoming more productive: "Across Zapier, 100% of our employees are using AI daily. People are individually more productive. But if you were to ask me, 'Is the company more productive, institutionally are we more productive?' It's a lot harder to say yes to that." "This feels like the next thing that everybody's working on: How do we actually accelerate the institution? This gets harder because you actually have to rethink how the company works." "To give you an example, we've gone from a world where code was expensive to now code is cheap. In the world where code was expensive, you had all these processes upfront to talk to customers, to align on roadmaps, to figure out what the right thing to build was, because if you chose the wrong thing, that was a really expensive mistake." "But when code is cheap, you can get rid of all that stuff. And that takes redesigning jobs or rethinking the human where the human actually exists in the first place."

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Rivian CEO RJ Scaringe says the company plans to launch hands-off driving later this year, eyes-off driving in 2027, and fully autonomous vehicles that never require human intervention in 2028. "Getting to Level 4, which is the idea of the vehicle driving empty, you sitting in the backseat, picking up groceries for you, or dropping you at the airport, our timeline for that is 2028. "We have point-to-point capabilities launching later this year. That's when you're in the driver's seat, you type in the address, and the car will completely navigate to that address. Your hands are not on the wheel, you're still alert and aware of what's happening, but you're not driving the car. We call that hands off, eyes on." "Next year we'll go to Level 3, which is hands off, eyes off. So you do all that, but you no longer have to look at the road at all. You can be on your phone, reading a book, etc." "Level 4 is where the car won't ask you to take over in any situation. It's fully on its own."

Rivian CEO RJ Scaringe says the company plans to launch hands-off driving later this year, eyes-off driving in 2027, and fully autonomous vehicles that never require human intervention in 2028. "Getting to Level 4, which is the idea of the vehicle driving empty, you sitting in the backseat, picking up groceries for you, or dropping you at the airport, our timeline for that is 2028. "We have point-to-point capabilities launching later this year. That's when you're in the driver's seat, you type in the address, and the car will completely navigate to that address. Your hands are not on the wheel, you're still alert and aware of what's happening, but you're not driving the car. We call that hands off, eyes on." "Next year we'll go to Level 3, which is hands off, eyes off. So you do all that, but you no longer have to look at the road at all. You can be on your phone, reading a book, etc." "Level 4 is where the car won't ask you to take over in any situation. It's fully on its own."

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ELON MUSK ON X PHONE: I am not working on a phone. I can tell you where I think things will go, which is that we’re not going to have a phone in the traditional sense. There won’t be operating systems. There won’t be apps in the future... you’ll have … AI on the server side communicating to an AI on your your device … generating real-time video of anything that you could possibly want It’s probably five or six years or something like that.

ELON MUSK ON X PHONE: I am not working on a phone. I can tell you where I think things will go, which is that we’re not going to have a phone in the traditional sense. There won’t be operating systems. There won’t be apps in the future... you’ll have … AI on the server side communicating to an AI on your your device … generating real-time video of anything that you could possibly want It’s probably five or six years or something like that.

Wall St Engine

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Naval Ravikant: "You're going to die. It's all going to zero. What's there to stress about?" "Stress is when your mind has two conflicting desires at once. You want to be liked, but you want to do something selfish. You don't want to go to work, but you want to make money. You have two conflicting desires, and that's stress." Naval explains the difference between stress and anxiety: "Anxiety is this pervasive, unidentifiable stress where you're stressed out all the time and you're not even sure why. The reason is you have so many unresolved problems that have piled up in your life, you can no longer identify what the problems are. There's this mountain of garbage in your mind. A little bit is poking out the top like an iceberg; that's anxiety. But underneath, there's a lot of unresolved things." He shares his personal anxiety resolver: "One big anxiety resolver for me is just ruminating on death. You're going to die. It's all going to zero. You cannot take anything with you. If you can keep that idea in front of you at all times, what's there to stress about?" Naval reframes what "wasted time" really means: "What is wasted time? Everything is wasted time in a sense because nothing matters in the ultimate. But in each moment, it's the only thing that matters. So if you're doing something you want to do and you're fully there for it it's not wasted time. If your mind is running away, wishing you were somewhere else, anticipating the future, regretting the past, that's wasted time. That's time you're not present for." He concludes: "People get worried about dying and no longer being here. But they don't realize that so much of their life is spent not being here in any case."

Naval Ravikant: "You're going to die. It's all going to zero. What's there to stress about?" "Stress is when your mind has two conflicting desires at once. You want to be liked, but you want to do something selfish. You don't want to go to work, but you want to make money. You have two conflicting desires, and that's stress." Naval explains the difference between stress and anxiety: "Anxiety is this pervasive, unidentifiable stress where you're stressed out all the time and you're not even sure why. The reason is you have so many unresolved problems that have piled up in your life, you can no longer identify what the problems are. There's this mountain of garbage in your mind. A little bit is poking out the top like an iceberg; that's anxiety. But underneath, there's a lot of unresolved things." He shares his personal anxiety resolver: "One big anxiety resolver for me is just ruminating on death. You're going to die. It's all going to zero. You cannot take anything with you. If you can keep that idea in front of you at all times, what's there to stress about?" Naval reframes what "wasted time" really means: "What is wasted time? Everything is wasted time in a sense because nothing matters in the ultimate. But in each moment, it's the only thing that matters. So if you're doing something you want to do and you're fully there for it it's not wasted time. If your mind is running away, wishing you were somewhere else, anticipating the future, regretting the past, that's wasted time. That's time you're not present for." He concludes: "People get worried about dying and no longer being here. But they don't realize that so much of their life is spent not being here in any case."

Jaynit

671,376 görüntüleme • 4 ay 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."

"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

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.

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

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."

Naval Ravikant: "The only true test of intelligence is if you get what you want out of life" "There are two parts to that. One is getting what you want, so you know how to get it. The second is wanting the right things, knowing what to want in the first place. I could want to be a 6'8" basketball player and I'm not going to get that. That's wanting something you can't get. But there's also wanting something that's a booby prize, prizes that are just not worth having, or that create their own problems." Naval explains how people end up in places they never meant to be: "If you're not careful, you can end up in a place in life not only that you don't want to be, but one you didn't even mean to get to. Usually people end up there because they're going on autopilot with societal expectations. Or out of guilt. Or out of mimetic desire, our desires are picked up from other people. Go to law school, go to med school, go to business school. Or it might be what your parents expect. Guilt is just society's voice speaking in your head so you'll be a good little monkey." He shares a problem most people have: "We run on these four-year cycles. You join a startup, you vest over four years. College is four years. High school is four years. You go to law school, that's a 5-year cycle. You become a lawyer, that's a 40-year cycle. These are very long cycles. But the amount of time we spend deciding what to do and who to do it with? Very short. We spend one month deciding on a job where we're going to be for 10 years." Naval's rule: "If you're making a four-year decision, spend a year thinking it through. Really thinking it through. 25% of the time." He explains the Secretary Theorem: "It turns out the optimal time to search is about a third. By a third of the way through, you've seen enough to know what the bar is. Then anybody who meets or exceeds that bar is good enough. But here's the key: it's not time-based. It's iteration-based. You need to take opportunities quickly and bail out quickly. If you look at failed relationships, the biggest regret is usually staying after you knew it was over." Naval reframes the 10,000 hour rule: "Malcolm Gladwell popularized 10,000 hours to mastery. I'd say it's actually 10,000 iterations to mastery. Iteration is not repetition. Repetition is doing the same thing over and over. Iteration is modifying it with learning and doing another version. That's error correction. If you get 10,000 error corrections in anything, you will be an expert." On pessimism vs. optimism: "You want to be skeptical about specific things, every specific opportunity is probably a fail. But you want to be optimistic in the general. Something in here is going to work out. If something fails, it was a learning experience. It was an iteration. As long as you learned something, it's a win. You don't want to jump into the first thing. But once you find the match, you have to be willing to go all in. Move your chips to the center of the table." He concludes: "Most people are stuck in this gray bit. 'I'm half in, but I don't really know.' That doesn't work. It's a barbell strategy, black or white. Explore quickly, cut losses fast. Then when you find the right thing, compound into it."

Jaynit

74,317 görüntüleme • 4 ay önce

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

Culture is genetic because behavior is genetic. This beaver never saw a dam in its life. No beavers or anything else ever taught it to build a dam. It wants to build a dam because it is a beaver. Many beavers together build a big dam. That is beaver culture. Humans are not different. Nothing is different. This is what life is. This is how life works. Your body is your mind. A caterpillar wants to build a chrysalis. A bee wants to build a hive. A lion wants to build a pride. You are not special. You are not above your nature. you are INSIDE of it. The thoughts that we think are genetic thoughts. The crimes we commit are genetic crimes. The art we create is genetic art. Just like this beaver, you can give the animal different sticks and it will build a different dam, but it will always build a dam. And you can give humans different "education," but the human will always use it to do what its genes tell it to do. This is the first big answer that you need. This is the biggest piece of the puzzle. This is how to understand people 90% of the way. You just... notice what they do, and get out of the way, and watch them do it. And if they need sticks, you give them sticks. And if you don't like what they do, you have to get away from them. You cannot train dam-building into them or out of them any more than you can with a beaver. A beaver wants to build a dam because it is a beaver. Whatever you see people build, that's what they wanted to build from the sticks they got in the river they were in. Stop pretending you can change it.

hoe_math = PsychoMath

1,189,824 görüntüleme • 10 ay önce

We asked David Hsu (founder of Retool) about new AI use cases. "The US has invested $1-1.5T into AI, but revenue is only $20-30B. That's a crappy 3% ROI." "My guess is 80% of that revenue is ChatGPT + cloud. But chat is pretty limited, is it going to grow 30x from where we are now?" "Can we figure out some LLM uses cases beyond just chat? What we think is missing is leveraging LLMs to automate labor." "What we're here to really solve is, can we actually allow LLMs to do things in your business (like approving orders or plans). The next frontier for AI is AI that actually does things." "I think we're almost there. That's what we are working on."

We asked David Hsu (founder of Retool) about new AI use cases. "The US has invested $1-1.5T into AI, but revenue is only $20-30B. That's a crappy 3% ROI." "My guess is 80% of that revenue is ChatGPT + cloud. But chat is pretty limited, is it going to grow 30x from where we are now?" "Can we figure out some LLM uses cases beyond just chat? What we think is missing is leveraging LLMs to automate labor." "What we're here to really solve is, can we actually allow LLMs to do things in your business (like approving orders or plans). The next frontier for AI is AI that actually does things." "I think we're almost there. That's what we are working on."

TBPN

86,230 görüntüleme • 1 yıl önce

Arteta: “You want to be part of the noise or not? If not then go to do something else, be part of another different club. You want to be Arsenal and everybody's been demanding for 10 years, 15 years. We need to go back there. Now we are there and now what? “You don't want noise. Noise is part and the bullets are part of that. Try to deal with them in the right way and achieve what you are looking for.” On Man City having the Premier League title in their hands: “We have to do what we have to do, and nothing is going to change for anybody at the end. You're going to have to win the next match and if you do that, you're going to be in a much stronger position. That's the only thing.”

Arteta: “You want to be part of the noise or not? If not then go to do something else, be part of another different club. You want to be Arsenal and everybody's been demanding for 10 years, 15 years. We need to go back there. Now we are there and now what? “You don't want noise. Noise is part and the bullets are part of that. Try to deal with them in the right way and achieve what you are looking for.” On Man City having the Premier League title in their hands: “We have to do what we have to do, and nothing is going to change for anybody at the end. You're going to have to win the next match and if you do that, you're going to be in a much stronger position. That's the only thing.”

Connor Humm

103,333 görüntüleme • 4 ay önce

Failure is a teacher. If you have success, you did it right, so there is probably nothing to learn. But if you have failure, there is something to learn. You have to make the most of your failures. Over time, I developed an instinctual reaction to failure. My instinct now is to view failure as a puzzle that will give me gems if I can solve it. The puzzle is simply this: What would I do differently in the future so as not to have that result? When you solve that puzzle, you write the lesson down. That is where principles come from. #RayDalio #Principles #GrowthMindset #ContinuousLearning

Failure is a teacher. If you have success, you did it right, so there is probably nothing to learn. But if you have failure, there is something to learn. You have to make the most of your failures. Over time, I developed an instinctual reaction to failure. My instinct now is to view failure as a puzzle that will give me gems if I can solve it. The puzzle is simply this: What would I do differently in the future so as not to have that result? When you solve that puzzle, you write the lesson down. That is where principles come from. #RayDalio #Principles #GrowthMindset #ContinuousLearning

Ray Dalio

126,776 görüntüleme • 9 gün önce

Elon Musk: In the future, working be like playing sports or a video game. “My prediction is that work will be optional. It’ll be like playing sports or a video game or something like that. If you want to work you can, in the same way that you can go to the store and just buy some vegetables, or you could grow vegetables in your backyard. It’s much harder to grow vegetables in your backyard, but some people still do it because they like growing vegetables. That will be what work is like: optional. Now, between now and then, there’s actually a lot of work to get to that point.” From: U.S.-Saudi Investment Forum November 19, 2025

Elon Musk: In the future, working be like playing sports or a video game. “My prediction is that work will be optional. It’ll be like playing sports or a video game or something like that. If you want to work you can, in the same way that you can go to the store and just buy some vegetables, or you could grow vegetables in your backyard. It’s much harder to grow vegetables in your backyard, but some people still do it because they like growing vegetables. That will be what work is like: optional. Now, between now and then, there’s actually a lot of work to get to that point.” From: U.S.-Saudi Investment Forum November 19, 2025

ELON CLIPS

11,855 görüntüleme • 3 ay önce

"We treat software like it is so precious. And in the new world we're going to, it's going to be much more fungible. But that's the good news." Garry Tan on where the moats will be for future YC companies: "That's where taste, agency, and trust matter a lot. This is something that's only crystallized recently. We've been talking about agency and taste for the longest time. Agency is being able to prompt, and taste is being able to do evals." "Trust is the third thing. It's probably the most important. When you have an enterprise company that is selling to real businesses that are relying on you — that's your moat. Your moat is actually trust. They went through the effort to try you, get you onboarded, and incorporate you into how they work."

"We treat software like it is so precious. And in the new world we're going to, it's going to be much more fungible. But that's the good news." Garry Tan on where the moats will be for future YC companies: "That's where taste, agency, and trust matter a lot. This is something that's only crystallized recently. We've been talking about agency and taste for the longest time. Agency is being able to prompt, and taste is being able to do evals." "Trust is the third thing. It's probably the most important. When you have an enterprise company that is selling to real businesses that are relying on you — that's your moat. Your moat is actually trust. They went through the effort to try you, get you onboarded, and incorporate you into how they work."

TBPN

43,619 görüntüleme • 3 ay önce

Casa is basically an AI-powered concierge for homeowners They work with you so that Casa knows the history of your house, all the maintenance you've done on it, etc. And when you have a job for the house, Casa uses the data to get the work done from start to finish CEO Michael York explains: "In the Casa app, you can book a handyman visit and say, 'I want these three things done.'" "We'll look at those tasks, we'll look at the history of your home, and all the information we have about it, to do that thing really well for you." "You might say, 'I want to hang up a bunch of family artwork in the hallway.' We'll come back to you and say, 'Do you already have the frames? Do you want us to find them for you? If you do, we'll come back to you with a bunch of options based on your past preferences.'" "And we'll actually have those frames ready for you, or in the hands of the handyman, before they even show up."

Casa is basically an AI-powered concierge for homeowners They work with you so that Casa knows the history of your house, all the maintenance you've done on it, etc. And when you have a job for the house, Casa uses the data to get the work done from start to finish CEO Michael York explains: "In the Casa app, you can book a handyman visit and say, 'I want these three things done.'" "We'll look at those tasks, we'll look at the history of your home, and all the information we have about it, to do that thing really well for you." "You might say, 'I want to hang up a bunch of family artwork in the hallway.' We'll come back to you and say, 'Do you already have the frames? Do you want us to find them for you? If you do, we'll come back to you with a bunch of options based on your past preferences.'" "And we'll actually have those frames ready for you, or in the hands of the handyman, before they even show up."

TBPN

21,934 görüntüleme • 2 ay önce

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 görüntüleme • 3 ay önce