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The Fondant Blender Custom Normals Addon version 2.1.0 is almost ready. For this update I've returned to the Laplacian Smooth modifier (in the $0 version). There's a lot of big improvements based on my testing and some problems users found. One of those is a classic problem in Laplacian...

14,625 görüntüleme • 11 ay önce •via X (Twitter)

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Here is the Geometry Nodes Weighted Normals with Laplacian Blur on a full character (a vroid). It easily improves the shading even on game topology with almost no setup. I built this as part of my quest to improve real time toon shading. 3D anime models are popular, but use of dynamic light is rare even among high quality vtuber models. This is for several reasons, but a big one is simply that it takes a lot of Custom Normals work to make 3D cel shading not look like a jagged mess (other pieces of the puzzle are issues like deformations, multiple lights, etc). And fixing Normals is tedious, especially on existing game topology. I have focused on proxy meshes for priority areas like character faces, but they aren't an efficient solution for the whole body + outfit. I wanted something I could just throw on any model and make it at least not a jagged mess anymore even if it wasn't perfect. As you can see from this clip, this does that very well! And vertex groups can be used to control the style of the effect and power. It still can't smooth beyond what the topology density can support, but the topo itself is no longer a problem (for higher res, could be run on a subdivided version of the model and then baked to a Normal Map.) The only changes I made to this model were adding a weld modifier to merge split edges during interpolation, and a vertex group to select the skirt. I have not yet added full handling and logic for detecting edges with big angles like the skirt, or for handling boundaries like on the hair, so both those areas can get better too. You can also see that while it successfully smooths out the Face, it isn't really stylistically correct there. That is still best done with a proxy mesh to define a new shape. This is part of the tools I am working on for Fondant. We are putting together a Blender Addon to release this + a proxy mesh tool for the face, and are working on resolving other problems in-engine to fully bring dynamic light to real time 3D toon shading. Give us a follow, and send them a DM if you are interested in testing these tools as they develop!

aVersionOfReality

14,679 görüntüleme • 1 yıl önce

Naval Ravikant on why it's 10,000 iterations, not 10,000 hours: "The only true test of intelligence is if you get what you want out of life. And there are two parts to that: one is getting what you want, so you know how to get it. And the second is wanting the right things, knowing what to want in the first place." Naval believes most people are proceeding unconsciously through life. As he puts it: "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 that you didn't even mean to get to. Usually, people end up there because they are going on autopilot with societal expectations or people's expectations. Out of guilt or mimetic desire, our desires are picked up from other people." On how little time we spend deciding: "We run on these four-year cycles. You go join a startup, you vest your stock over four years. College you go for four years, high school you go for four years. These are very long cycles, the amount of time we spend deciding what to do and who to do it with? Very short. Very, very short." He continues: "We spend three months deciding, one month deciding on a job where we're going to be for 10 years or 5 years. People decide frivolously which city to live in and that's going to decide who their friends are, what their jobs are, their opportunity, their weather, their food supply, their air supply, quality of life. It's such an important decision but people spend so little time thinking it through." His rule: "I would argue that if you're making a four-year decision, spend a year thinking it through. Like really thinking it. 25% of the time." On the secretary theorem: "The optimal time to search is somewhere around a third of the way through. You take the best person you've worked with and try to find someone that good or better. By the time you've got about a third of the way through, you have seen enough that you now have a sense of what the bar is. Then anybody who meets or exceeds that bar is good enough." But here's the catch: "It's actually not time-based; it's not based on one-third of the time, it's iteration-based. The number of candidates, the number of shots you took on goal. So you want to have lots and lots of iterations. You need to bail out quickly, and you need to be decisive quickly." On failed relationships: "If you go back and you look through failed relationships, probably the biggest regret will be staying in the relationship after you knew it was over. The moment you knew it wasn't going to work out, you should have moved on." His reframe of Malcolm Gladwell's 10,000 hours: "I would say it's actually 10,000 iterations to Mastery. It's not actually 10,000; it's some unknown number, but it's about the number of iterations that drives a learning curve. Iteration is not repetition—repetition is doing the same thing over and over. Iteration is modifying it with a learning and then doing another version of it. That's error correction." On modern society: "Modern society is far more forgiving of failure. Once you find the one business you're meant to plow into and compound returns, it's okay if you had 50 small failed ventures or 50 small failed job interviews. The number of failures doesn't matter." His approach: "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. You want to investigate and explore very, very quickly until you find the match. And then you have to be willing to go all in." On labels: "Labels like pessimist, optimist, cynic, introvert, extrovert, these are very self-limiting. Don't define yourself by trauma or PTSD because then you lock it into your identity and you're just going to loop on it. It's better to stay flexible because reality is always changing and you have to be able to adapt to it." Spend a year deciding. Take 10,000 iterations. Then go all in.

Jaynit

68,707 görüntüleme • 6 ay önce

Vinod Khosla on the two most important things to get right when building a company The first thing for a startup to get right is make sure they’re inventing something radically different: “If you’re extrapolating the past to predict the future, the big companies do that very well. Intel knows how to go from a 15nm process to 10 to 7 to 5… Entrepreneurs fundamentally have to invent the future they want in a very different way, and you have to have conviction.” For this reason, Khosla Ventures tends not to invest in startups that are trying to do something “slightly better” (e.g. slightly lower cost, slightly more efficient, etc.) because the risk is too high. As Vinod explains: “If you’re fundamentally reinventing something and changing the assumptions, then you have a lot more time to get it right so there’s a lot more iterations you can do.” Which brings Vinod back to the second thing every founder has to get right: build the right team. “If you get the right team — it doesn’t even matter if you get the spec right — it will iterate to the right answer, and almost all good startups do that. This is why the team is more important than the market you pick.” However, you must make sure to foster a culture of debate and disagreeing: “If there’s a single founder and you’re dictating terms, you’re not going to evolve… You have to set up a culture so that it doesn’t matter if you’re senior or junior — you speak up if you have a concern or an idea. You’ll detect problems much earlier, and as a group you can evolve your direction.” Vinod points out that this is one of the reasons Andy Grove started the casual, dress-down culture of Silicon Valley in the 70s: “He wanted an engineer — whether they were junior or senior or a VP — to speak up and not be intimidated that the executives were all wearing ties and coats.” Source: South Park Commons (Apr 2025)

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