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Website design for DevArmor. Client wanted a jungle-themed site for their security product, so we built an entire illustrated world around it. Custom scenes, animated product explainers, layered landscapes. All responsive in Webflow which was way harder than it looks.

Adrian

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11,579 просмотров • 4 месяцев назад •via X (Twitter)

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Silvia is now helping more than 1,000 people with $2.7 billion collectively in their investment portfolio. We built an automated CFO to personally help anyone in the world. Silvia is incredibly powerful. I use the product daily. Try it here for free:

Silvia is now helping more than 1,000 people with $2.7 billion collectively in their investment portfolio. We built an automated CFO to personally help anyone in the world. Silvia is incredibly powerful. I use the product daily. Try it here for free:

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Howie CEO austin petersmith told us building an AI secretary is harder than it looks. For a product like this, he said "you have to put a pretty bad product into market in order to get a good one." Last year, they worked with customers to understand the patterns and mapping out the mindset of an executive assistant. Now, that product is available to everyone.

Howie CEO austin petersmith told us building an AI secretary is harder than it looks. For a product like this, he said "you have to put a pretty bad product into market in order to get a good one." Last year, they worked with customers to understand the patterns and mapping out the mindset of an executive assistant. Now, that product is available to everyone.

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The CTO of a $1.5B agent-native software company says we're moving towards a world where the entire team builds the product engineering system that powers your product instead of directly working on the product. They will modify the agents and the constitution of the agents to help them prioritize tasks per Eno Reyes. They will also modify the review system so that it reviews more accurately. It will be akin to a dark factory where the lights are off because it's all robots with no humans inside. In that world, there will be way more things for humans to be involved in because the debates around prioritization/product will be harder and require stronger judgment.

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Over the past year, a lot of the conversation has been around how quickly AI is changing the digital world. At the same time, it made us think about how little has changed in the physical one. Most products are still designed the same way, just with more features layered on top. We wanted to explore a different direction at Lusion. Instead of asking how to add intelligence, we asked what happens if you take things away. What remains when you strip a product back to its core purpose, and design it properly from there. Oryzo is our first attempt at that. It is a physical product, built with a very simple idea of how it should exist and behave. No dependency on external systems, no complexity for the sake of it. Just something that feels considered. Curious to hear what people think. Link is in the comment!

Over the past year, a lot of the conversation has been around how quickly AI is changing the digital world. At the same time, it made us think about how little has changed in the physical one. Most products are still designed the same way, just with more features layered on top. We wanted to explore a different direction at Lusion. Instead of asking how to add intelligence, we asked what happens if you take things away. What remains when you strip a product back to its core purpose, and design it properly from there. Oryzo is our first attempt at that. It is a physical product, built with a very simple idea of how it should exist and behave. No dependency on external systems, no complexity for the sake of it. Just something that feels considered. Curious to hear what people think. Link is in the comment!

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Co-Founder of $ARM says they only exists because Intel (Intel) refused to change their microprocessor design in 1990 and shares how they built the first ARM chip was built: "Intel didn't want to change their design especially for us - I was the Steve Jobs of the UK at the time, I was very arrogant...I said "well you get lost we'll do our own!". "The first advantage I gave [the team] was no people. So it's the only microprocessor in the world that was designed by two people rather than 50." "The second advantage was no money because we didn't have any. So the only way they could do it was by keeping it really, really, really simple." "A side effect, which was actually not a design requirement, a side effect was that because it was so small, it consumed very little power."

Co-Founder of $ARM says they only exists because Intel (Intel) refused to change their microprocessor design in 1990 and shares how they built the first ARM chip was built: "Intel didn't want to change their design especially for us - I was the Steve Jobs of the UK at the time, I was very arrogant...I said "well you get lost we'll do our own!". "The first advantage I gave [the team] was no people. So it's the only microprocessor in the world that was designed by two people rather than 50." "The second advantage was no money because we didn't have any. So the only way they could do it was by keeping it really, really, really simple." "A side effect, which was actually not a design requirement, a side effect was that because it was so small, it consumed very little power."

etn.

16,619 просмотров • 1 месяц назад

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.

David Senra

27,043 просмотров • 3 месяцев назад