Loading video...

Video Failed to Load

There was a problem loading this video. This could be due to a temporary network issue or the video might be unavailable.

What does Sam Altman look for in a team? As Sam looks to reverse-uno his way back onto the OpenAI board, he'll need to rebuild his team. So what does he look for? Here's what he's said in the past: First and foremost, you need optimists, "people who say... 'you know what, we are gonna do this and it doesn't matter what the haters say. We're gonna figure this out. This problem it must be solvable.'" Without optimism, "it's very hard to succeed when the world continues to punch you in the face." Then they need to be idea generators. "Constantly spewing new ideas, most of them terrible." That's Altman's counterintuitive take on creativity. While you only need a few of these prolific thinkers, their offbeat concepts can unlock innovative solutions. Altman also prizes the "we'll figure it out" attitude. Whether they have the skills or not, he loves people who confront challenges head-on. Decisiveness is another must-have. Startups operate with imperfect data, so paralysis by analysis can be fatal. Altman wants team members who act swiftly and adapt when things go sideways. But perhaps most surprisingly, Altman values inexperience. He's seen startups achieve the unthinkable, simply because they didn't know it was supposed to be hard. This naivety sparks fresh approaches that veterans might dismiss. Keep an eye out for how his new team embodies these characteristics: - Optimism - Idea generation - ‘We’ll figure it out’ attitude - Decisiveness - The blessing of inexperienceshow more

Carl Vellotti 🥞

97,098 subscribers

72,719 views • 2 years ago •via X (Twitter)

Anya Rossi• Live Now

Private livecam show

9 Comments

Carl Vellotti2 years ago

source:

Jason Wilcox2 years ago

Inexperience is a two edged sword. I've been a part of some disastrous product work because inexperience in the domain led the team down a catastrophic path. Many founders have blinders to this.

Carl Vellotti2 years ago

Dang this isn’t aging well

Prathik Ravel2 years ago

This is such a winning combo especially when viewing it as balancing one of those pentagon charts (idk what the textbook name is). I.e nothing wrong with bringing on experience but make sure that person/those people overindex on optimism and “we’ll figure it out” ness

Jason Saltzman2 years ago

Here's who's leaving OpenAI to either follow Sam or venture out to what's next

Carl Vellotti2 years ago

Whoa this is cool. Did you build this?

Borislav2 years ago

too bad "being a good human being" is not part of his priorities in a team. but who needs this in a post-human world, designed by irreparably damaged bots who think that their longing for motherly affection can be found in a world of machines.

Rakyattempatan2 years ago

this is an old video from when he was still at YC. It has nothing new, PG's lecture has more insights in my opinion

Anthony Dohrmann2 years ago

@_joebaffoe

Related Videos

Sam Altman vs. Mark Zuckerberg: Who runs the better meeting? Kevin Weil, OpenAI’s Chief Product Officer, has worked for both. On Zuckerberg: “Mark is more structured than Sam.... he's always open to feedback. You can say, I think you're wrong and here's why, but you better be ready for the debate that's coming on the other end of it because he has a reason why he thinks what he does." On Altman: “Sam is more of a visionary. He’s better at riding exponentials than the rest of us—he sees where things are headed and focuses on what we need to do to be ready for it.”

Sam Altman vs. Mark Zuckerberg: Who runs the better meeting? Kevin Weil, OpenAI’s Chief Product Officer, has worked for both. On Zuckerberg: “Mark is more structured than Sam.... he's always open to feedback. You can say, I think you're wrong and here's why, but you better be ready for the debate that's coming on the other end of it because he has a reason why he thinks what he does." On Altman: “Sam is more of a visionary. He’s better at riding exponentials than the rest of us—he sees where things are headed and focuses on what we need to do to be ready for it.”

Joanna Stern

345,710 views • 1 year ago

🎥 || Sebastian Vettel about what a win in Ferrari could mean to Lewis Hamilton. “The longer it takes, the harder it becomes.” “But I mentioned the example of 2021 and Lewis' character. You know, he has the incredible ability to reflect the situation he's in now, struggles he might have. And I think he's still in a point of his life where this is what he wants to do.” “I think he has a fair shot from his performance. But a lot of things need to come together. You need to have the team, you need to have the people, you need to, the timing needs to be on the sweet spot so it would be great. And I think he deserves if it comes together but we will find out.”

🎥 || Sebastian Vettel about what a win in Ferrari could mean to Lewis Hamilton. “The longer it takes, the harder it becomes.” “But I mentioned the example of 2021 and Lewis' character. You know, he has the incredible ability to reflect the situation he's in now, struggles he might have. And I think he's still in a point of his life where this is what he wants to do.” “I think he has a fair shot from his performance. But a lot of things need to come together. You need to have the team, you need to have the people, you need to, the timing needs to be on the sweet spot so it would be great. And I think he deserves if it comes together but we will find out.”

sin ⁴⁴

54,006 views • 8 months ago

Tom Brady shares what he tells every college athlete he meets and it's not what they expect. "I hope this experience is hard for you. I hope it's not easy." "I hope today in this game you're losing in the 4th quarter and you look at each other in the eye and try to figure out solutions to how you're gonna win the game." "That's how you're gonna find out what you're made of." You find out who you are when you are challenged. Expect adversity. Expect tough moments. "Life is hard. The challenges of life are hard." "This program is hard. It's built on toughness. It's built on resilience. And that's what I wanna see from this team." You can't wish for easy or hope for easy. Adversity is a gift if you let it be. (🎥 Fox)

Tom Brady shares what he tells every college athlete he meets and it's not what they expect. "I hope this experience is hard for you. I hope it's not easy." "I hope today in this game you're losing in the 4th quarter and you look at each other in the eye and try to figure out solutions to how you're gonna win the game." "That's how you're gonna find out what you're made of." You find out who you are when you are challenged. Expect adversity. Expect tough moments. "Life is hard. The challenges of life are hard." "This program is hard. It's built on toughness. It's built on resilience. And that's what I wanna see from this team." You can't wish for easy or hope for easy. Adversity is a gift if you let it be. (🎥 Fox)

Coach AJ 🎯 Mental Fitness

336,410 views • 2 months ago

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video Source: Y Combinator

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video Source: Y Combinator

Startup Archive

134,850 views • 2 years ago

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Source: Y Combinator (May 2017)

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Source: Y Combinator (May 2017)

Startup Archive

18,580 views • 12 days ago

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video source: Y Combinator (2017)

Sam Altman: “Hire for values first, aptitude second, and skills third.” Most executive recruiters, Sam argues, will reverse this order: “If you say I need to hire a CFO, they will bring you people with 20 years of experience as a CFO at vaguely similar companies. But unfortunately, it’s usually like 20 years of the exact same year of experience over and over again.” But if you’re trying to scale fast, values are most important: “You really need someone who is aligned with the values of the company so that when things change or when they have to make a decision, they’ll make the one you would make if you can’t be there or they will be a good team player and go do that thing.” Sam continues: “You need someone who has high aptitude because the role is going to constantly shift. And the rate of learning - the rate of improvement - dominates skills.” And then skills obviously matter, but for Sam it’s third on the list: “The very best companies take this exceptionally far in how much they’re willing to hire a non-traditionally qualified executive.” Video source: Y Combinator (2017)

Startup Archive

152,555 views • 10 months ago

Arteta on the players battling a physical strain: “Yes, but when I see them track back, when we lose the ball and the habits that they have, it's just amazing. That's why I know what they are doing, these players. There is a reason why we are the only English team in the competition, because this league and this schedule takes the hell out of you and it's very difficult to do what we've done. “We are not perfect, we need to improve things, that's for sure, we recognise that, but let's value what these players have done because they deserve it.”

Arteta on the players battling a physical strain: “Yes, but when I see them track back, when we lose the ball and the habits that they have, it's just amazing. That's why I know what they are doing, these players. There is a reason why we are the only English team in the competition, because this league and this schedule takes the hell out of you and it's very difficult to do what we've done. “We are not perfect, we need to improve things, that's for sure, we recognise that, but let's value what these players have done because they deserve it.”

Connor Humm

55,160 views • 4 months ago

Nikola Jokic shares the journey it takes to become a champion. "If you wanna be successful, you need a couple years. You need to be bad, then you need to be good, and then when you're good, you need to fail. And then when you fail, you gonna figure it out." That's the process. Bad → Good → Fail → Figure it out. There are no shortcuts. "Experience is not what happens to you. It's what you're gonna do with what happened to you." Because the setbacks don't define you. Your response does. "There is a process that you need to go through. There are steps that you need to fill. There is no shortcuts. It's a journey." "And I'm glad that I'm part of this journey." The path to greatness isn't clean. It's messy, painful, and full of failures. But that is the way. Trust the journey. (🎥 NBA)

Nikola Jokic shares the journey it takes to become a champion. "If you wanna be successful, you need a couple years. You need to be bad, then you need to be good, and then when you're good, you need to fail. And then when you fail, you gonna figure it out." That's the process. Bad → Good → Fail → Figure it out. There are no shortcuts. "Experience is not what happens to you. It's what you're gonna do with what happened to you." Because the setbacks don't define you. Your response does. "There is a process that you need to go through. There are steps that you need to fill. There is no shortcuts. It's a journey." "And I'm glad that I'm part of this journey." The path to greatness isn't clean. It's messy, painful, and full of failures. But that is the way. Trust the journey. (🎥 NBA)

Coach AJ 🎯 Mental Fitness

58,708 views • 5 months ago

Tucker Carlson to Sam Altman: I spoke to someone who's involved at scale of the development of the technology who said they lie. Have you ever seen that? Sam Altman: They hallucinate all the time, yeah. Or, not all the time, they used to hallucinate all the time. They now hallucinate a little bit. Tucker Carlson: What does that mean? What's the distinction between hallucinating and lying? Sam Altman: If you ask, again, this has gotten much better, but in the early days, if you asked, you know, what... in what year was President, the made up name, President Tucker Carlson of the United States born? Tucker Carlson: Mhm. Sam Altman: What it should say is, "I don't think Tucker Carlson was ever President of the United States," right? But because of the way they were trained, that was not the most likely response in the training data, so it would assume like, oh, um, you know, I don't know that there wasn't... the user has told me there was President Tucker Carlson, so I'll make my best guess at a number. And we figured out how to mostly train that out. There are still examples of this problem, but it is... I think it is something we will get fully solved, and we've already made, you know, in a GPT-5 era, a huge amount of progress towards that.

Tucker Carlson to Sam Altman: I spoke to someone who's involved at scale of the development of the technology who said they lie. Have you ever seen that? Sam Altman: They hallucinate all the time, yeah. Or, not all the time, they used to hallucinate all the time. They now hallucinate a little bit. Tucker Carlson: What does that mean? What's the distinction between hallucinating and lying? Sam Altman: If you ask, again, this has gotten much better, but in the early days, if you asked, you know, what... in what year was President, the made up name, President Tucker Carlson of the United States born? Tucker Carlson: Mhm. Sam Altman: What it should say is, "I don't think Tucker Carlson was ever President of the United States," right? But because of the way they were trained, that was not the most likely response in the training data, so it would assume like, oh, um, you know, I don't know that there wasn't... the user has told me there was President Tucker Carlson, so I'll make my best guess at a number. And we figured out how to mostly train that out. There are still examples of this problem, but it is... I think it is something we will get fully solved, and we've already made, you know, in a GPT-5 era, a huge amount of progress towards that.

Ruzy.hl

73,932 views • 1 month ago

Whoopi Goldberg dismisses Pratt losing his house in the wildfires and says he needs to know what he's talking about and offer "solutions" before "passing judgment" on Karen Bass. She claims he doesn't "understand what people are going through": GOLDBERG: No, he's not the answer but here's the thing, nobody -- You know, they have bitched about these wildfires as long as I've lived in California, it's always been -- it's always been a problem. But what I don't like is if you don't have any solutions that have not been already tried or if you're throwing shade on people saying she diverted water from this place -I mean, you have to -- you have to have some idea of what needs to be done. A lot of people were affected by those wildfires, a lot of my friends, a lot of people you know lost everything. HOSTIN: Right. GOLDBERG: So this is not, you know, a ha, ha, let's do an A.I. video. This is real stuff. People -- this is people's lives. And so, before you're passing judgment, you need to be able to tell people what you have to offer, Spencer. [Applause] You know, and, you know, I don't know what qualifies as the right way to be a politician, but what I do know is they have to be the people who understand what people are going through. And if you don't understand what people are going through, in the way they're going through it, when you're talking about communities, whole communities that have been burned out, whole groups, legacies that are gone. It's more than just this. It's all these things. You got to be prepared for a lot more stuff than I think you -- it is a really hard job and in California particularly.

Whoopi Goldberg dismisses Pratt losing his house in the wildfires and says he needs to know what he's talking about and offer "solutions" before "passing judgment" on Karen Bass. She claims he doesn't "understand what people are going through": GOLDBERG: No, he's not the answer but here's the thing, nobody -- You know, they have bitched about these wildfires as long as I've lived in California, it's always been -- it's always been a problem. But what I don't like is if you don't have any solutions that have not been already tried or if you're throwing shade on people saying she diverted water from this place -I mean, you have to -- you have to have some idea of what needs to be done. A lot of people were affected by those wildfires, a lot of my friends, a lot of people you know lost everything. HOSTIN: Right. GOLDBERG: So this is not, you know, a ha, ha, let's do an A.I. video. This is real stuff. People -- this is people's lives. And so, before you're passing judgment, you need to be able to tell people what you have to offer, Spencer. [Applause] You know, and, you know, I don't know what qualifies as the right way to be a politician, but what I do know is they have to be the people who understand what people are going through. And if you don't understand what people are going through, in the way they're going through it, when you're talking about communities, whole communities that have been burned out, whole groups, legacies that are gone. It's more than just this. It's all these things. You got to be prepared for a lot more stuff than I think you -- it is a really hard job and in California particularly.

Nicholas Fondacaro

21,041 views • 3 months ago

Elon Musk on Sam Altman: "I'm not a fan of Sam Altman because if you started a non-profit that was meant to be an open source AI company and it somehow got turned into an 800 billion dollar for-profit company with closed source, I think you'd be like, well, wait a second, that's the exact opposite of what I donated the money for. That's my issue. I think it's a legitimate one. And then Dario, I think, also is not a fan of Sam Altman because he felt, in fact, the reason the Anthropic team left OpenAI is because they didn't trust Sam Altman. Otherwise Anthropic wouldn't exist. They would still be at OpenAI. But at the end of the day, if we have to talk, we'll talk.I mean, set aside our personal differences for the good of the world."

Elon Musk on Sam Altman: "I'm not a fan of Sam Altman because if you started a non-profit that was meant to be an open source AI company and it somehow got turned into an 800 billion dollar for-profit company with closed source, I think you'd be like, well, wait a second, that's the exact opposite of what I donated the money for. That's my issue. I think it's a legitimate one. And then Dario, I think, also is not a fan of Sam Altman because he felt, in fact, the reason the Anthropic team left OpenAI is because they didn't trust Sam Altman. Otherwise Anthropic wouldn't exist. They would still be at OpenAI. But at the end of the day, if we have to talk, we'll talk.I mean, set aside our personal differences for the good of the world."

DogeDesigner

240,039 views • 21 days ago

Krasner: This is a normalization of troops being deployed to do what they should not be asked to do, what they're not equipped to do, and what violates the constitution and laws, and why is he doing it? He's doing it for the same reason he had that stupid birthday parade. He's doing it because he really likes the idea of being a dictator. He likes the idea of destroying our legal system. He likes the idea of eliminating the courts and taking away individual rights. I mean, look what he's doing, talking about people who are unhoused as if they're criminals. They're not criminals. They need a place to sleep. They need food. You know, last time I checked the bible, it said, take everything you have and give it to the poor. It didn't say steal everything you can from the poor and lock them up. And that's what he's doing here. This is a profoundly un-american attempt to exercise power in ways that are illegal, to scare big cities and to go after democratic cities that are diverse, to serve as racist, fascist agenda.

Krasner: This is a normalization of troops being deployed to do what they should not be asked to do, what they're not equipped to do, and what violates the constitution and laws, and why is he doing it? He's doing it for the same reason he had that stupid birthday parade. He's doing it because he really likes the idea of being a dictator. He likes the idea of destroying our legal system. He likes the idea of eliminating the courts and taking away individual rights. I mean, look what he's doing, talking about people who are unhoused as if they're criminals. They're not criminals. They need a place to sleep. They need food. You know, last time I checked the bible, it said, take everything you have and give it to the poor. It didn't say steal everything you can from the poor and lock them up. And that's what he's doing here. This is a profoundly un-american attempt to exercise power in ways that are illegal, to scare big cities and to go after democratic cities that are diverse, to serve as racist, fascist agenda.

Acyn

39,371 views • 1 year ago

Steve Jobs on the most important job of a CEO “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Steve continues: “We wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself is recruiting.”

Steve Jobs on the most important job of a CEO “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Steve continues: “We wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself is recruiting.”

Startup Archive

30,741,640 views • 1 year ago

The CEO of OpenAI said something that should terrify every coder alive. Sam Altman was asked: "What is the most important skill people should learn in the age of AI?" His answer was not what anyone expected. He said learning to program, the thing every career advisor has drilled into an entire generation is "no longer obviously the right thing." So what does he think actually matters now? Four things and all of them are soft skills. And none of them taught in any computer science program on Earth. Become a high agency, act without being told. Make things happen on your own. Get good at generating ideas because when AI can execute anything, the person who knows what to build wins. Be very resilient, things will break constantly in a world moving at this speed. Be very adaptable, the world is rewriting itself every few months. Keep up or get left behind. But here is the part that changes everything. Altman says these skills are not just personality traits you are born with. They are learnable and deeply learnable. He watched people completely transform in three month bootcamps when he was a startup investor. That was, in his own words, "a big update" to how he sees the world. Now think about what this really means. The CEO of a company worth hundreds of billions is telling the world, the moat is no longer what you know. It is how you think and how you move and the old playbook is dead. The people who understand this right now have a massive head start. Everyone else is studying for a test that no longer exists.

The CEO of OpenAI said something that should terrify every coder alive. Sam Altman was asked: "What is the most important skill people should learn in the age of AI?" His answer was not what anyone expected. He said learning to program, the thing every career advisor has drilled into an entire generation is "no longer obviously the right thing." So what does he think actually matters now? Four things and all of them are soft skills. And none of them taught in any computer science program on Earth. Become a high agency, act without being told. Make things happen on your own. Get good at generating ideas because when AI can execute anything, the person who knows what to build wins. Be very resilient, things will break constantly in a world moving at this speed. Be very adaptable, the world is rewriting itself every few months. Keep up or get left behind. But here is the part that changes everything. Altman says these skills are not just personality traits you are born with. They are learnable and deeply learnable. He watched people completely transform in three month bootcamps when he was a startup investor. That was, in his own words, "a big update" to how he sees the world. Now think about what this really means. The CEO of a company worth hundreds of billions is telling the world, the moat is no longer what you know. It is how you think and how you move and the old playbook is dead. The people who understand this right now have a massive head start. Everyone else is studying for a test that no longer exists.

StockMarket.News

168,221 views • 5 months ago

Steve Jobs on leadership In the clip below, Steve argues: “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Borrowing from his tagline for the original Mac, Steve continues: “we wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group of ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself to be recruiting.” This observation on the importance of getting the first ten people right is a refrain you constantly hear from the very best founders. As Patrick Collison put it: “A large part of the reason why the first ten people you hire are so important is because you’re not just hiring those first ten people. You’re actually hiring 100 people, because you should think of each of those people as bring along another ten people with them.” The best leaders recruit “insanely great” people and align them around a common vision.

Steve Jobs on leadership In the clip below, Steve argues: “The greatest people are self-managing. They don’t need to be managed. Once they know what to do, they’ll go figure out how to do it… What they need is a common vision, and that’s what leadership is. Leadership is having a vision, being able to articulate that so the people around you can understand it, and getting consensus on a common vision.” Borrowing from his tagline for the original Mac, Steve continues: “we wanted people who were insanely great at what they did… and the neatest thing that happens when you get a core group of ten great people is that it becomes self-policing as to who they let into that group. So I consider the most important job of someone like myself to be recruiting.” This observation on the importance of getting the first ten people right is a refrain you constantly hear from the very best founders. As Patrick Collison put it: “A large part of the reason why the first ten people you hire are so important is because you’re not just hiring those first ten people. You’re actually hiring 100 people, because you should think of each of those people as bring along another ten people with them.” The best leaders recruit “insanely great” people and align them around a common vision.

Startup Archive

187,721 views • 2 years ago

I sincerely appreciate the shout out Baron Coleman thank you!! I do want to stress this has been a huge team effort from people all over the world pitching in and without them this would be an impossible task. I do believe Baron is right though when he said they didn't expect us to scrutinized them so hard. They didn't expect researchers to find all the clues and be able to piece things together but they did!! They have a tendency to underestimate the power of the the truth and that will always be their downfall. Little word of advice for fedslop central... You need to do better! Your PR sucks and you are losing this fight in a spectacular fashion. 😁 You are out numbered, outwitted, out flanked and out of talking points. Time to pack it up and take your loss... Pick up your participation award on the way out.😉 We'll take it from here and we'll see you in Valhalla. 👋

I sincerely appreciate the shout out Baron Coleman thank you!! I do want to stress this has been a huge team effort from people all over the world pitching in and without them this would be an impossible task. I do believe Baron is right though when he said they didn't expect us to scrutinized them so hard. They didn't expect researchers to find all the clues and be able to piece things together but they did!! They have a tendency to underestimate the power of the the truth and that will always be their downfall. Little word of advice for fedslop central... You need to do better! Your PR sucks and you are losing this fight in a spectacular fashion. 😁 You are out numbered, outwitted, out flanked and out of talking points. Time to pack it up and take your loss... Pick up your participation award on the way out.😉 We'll take it from here and we'll see you in Valhalla. 👋

Muppet Masher

176,787 views • 10 days ago

Bruno Fernandes fits into any great Manchester United team of the Premier League era & if Rio Ferdinand & Phil Jones, two players inside of it for more than a decade say it, then that's all of the proof you need. They know what it takes in terms of talent & mentality. Rio: “Giggs even made a really kind of good statement, he said there’s three things that you need to be a MUFC player. You need to be able to run, take risks, and have imagination, and that’s Bruno. If you’re describing Bruno, that would be him. Now whether you think he’s good or bad at any of them, but his intentions are perfectly aligned to those three pillars there, and he can execute, his numbers are ridiculous.. So he has the quality, and I think he’d also have the mindset to be able to be in our team.” Phil: “I think that his numbers is. He's assist his goals, and I think in those difficult moments in the game, he's somebody who you look to and go, come on, show me something. This is why the club bring you in to show something. And he's done that in abundance.” Rio: “Also importantly, he wants to be that guy. He wants that moment to come to him where he's either taking this shot or he's producing a moment for somebody else. And that's an important thing because a lot of people, even at the biggest clubs, will shy away from that and say, you let him do that over there. He ain't that guy.” What more proof do you need?

Bruno Fernandes fits into any great Manchester United team of the Premier League era & if Rio Ferdinand & Phil Jones, two players inside of it for more than a decade say it, then that's all of the proof you need. They know what it takes in terms of talent & mentality. Rio: “Giggs even made a really kind of good statement, he said there’s three things that you need to be a MUFC player. You need to be able to run, take risks, and have imagination, and that’s Bruno. If you’re describing Bruno, that would be him. Now whether you think he’s good or bad at any of them, but his intentions are perfectly aligned to those three pillars there, and he can execute, his numbers are ridiculous.. So he has the quality, and I think he’d also have the mindset to be able to be in our team.” Phil: “I think that his numbers is. He's assist his goals, and I think in those difficult moments in the game, he's somebody who you look to and go, come on, show me something. This is why the club bring you in to show something. And he's done that in abundance.” Rio: “Also importantly, he wants to be that guy. He wants that moment to come to him where he's either taking this shot or he's producing a moment for somebody else. And that's an important thing because a lot of people, even at the biggest clubs, will shy away from that and say, you let him do that over there. He ain't that guy.” What more proof do you need?

Adam

143,568 views • 7 months ago

Sam Altman just told you what OpenAI is actually building. Not a chatbot. Not a search tool. Not an assistant. Altman: “Go look around my computer… read my messages… listen to my meetings… intermediate my interactions for me.” That is not a product pitch. That is the CEO of the most valuable AI company on Earth describing what he personally wants. For himself. Every day. Read his messages. Listen to his meetings. Act on his behalf. Make decisions before he knows a decision needs making. Altman: “I don’t have to think. I don’t have to ask you questions.” Every model of AI ever built runs on the prompt. You ask. It responds. You direct. It executes. The human initiates. The machine follows. Altman is describing the death of that model. The agent does not wait. It already read the email. It already heard the meeting. It already knows what you need before you form the thought. You do not operate the machine. The machine operates around you. Then came the line that makes everything else real. Altman: “You can know everything about my life. Start suggesting more things I should build.” He is not asking the AI to execute his ideas. He is asking it to generate them. From his files. His history. His patterns. His entire context. The agent does not just remove friction. It removes the blank page. You never stall. You never run dry. You never sit wondering what to build next. The machine already mapped your market, your gaps, your momentum. It tells you what comes next before you think to ask. But the individual product is not the story. Altman went further. Altman: “Automated companies… where the AI can do not just coding work, but huge amounts of what it takes to run and operate a company.” Not fully automated. He was precise about that. But accelerated to the point where one person with the right stack does what used to take departments. The billion-dollar company did not reach that valuation because the product was worth a billion. It got there because it took a thousand people to deliver it. When an agent absorbs the work of a hundred of those people, the math of every industry rewrites itself. The startup that needed fifty employees and three years of runway now needs five people and six months. The company that took a decade to scale now compounds in quarters. The person holding the line between their data and their tools is not protecting their privacy. They are protecting their ceiling. Because the cost of this leverage is total transparency. You do not get the agent that acts without being asked unless you give it everything. Your messages. Your calendar. Your files. Your patterns. Your life. Altman is not hiding that tradeoff. He is building it as the product. The people who accept it will operate at a speed the people who refuse cannot touch. Right now, two versions of the future are separating. One where you direct the machine. One where the machine already knows. Altman chose. He is building it. The question is not whether this happens. The question is which side of it finds you.

Sam Altman just told you what OpenAI is actually building. Not a chatbot. Not a search tool. Not an assistant. Altman: “Go look around my computer… read my messages… listen to my meetings… intermediate my interactions for me.” That is not a product pitch. That is the CEO of the most valuable AI company on Earth describing what he personally wants. For himself. Every day. Read his messages. Listen to his meetings. Act on his behalf. Make decisions before he knows a decision needs making. Altman: “I don’t have to think. I don’t have to ask you questions.” Every model of AI ever built runs on the prompt. You ask. It responds. You direct. It executes. The human initiates. The machine follows. Altman is describing the death of that model. The agent does not wait. It already read the email. It already heard the meeting. It already knows what you need before you form the thought. You do not operate the machine. The machine operates around you. Then came the line that makes everything else real. Altman: “You can know everything about my life. Start suggesting more things I should build.” He is not asking the AI to execute his ideas. He is asking it to generate them. From his files. His history. His patterns. His entire context. The agent does not just remove friction. It removes the blank page. You never stall. You never run dry. You never sit wondering what to build next. The machine already mapped your market, your gaps, your momentum. It tells you what comes next before you think to ask. But the individual product is not the story. Altman went further. Altman: “Automated companies… where the AI can do not just coding work, but huge amounts of what it takes to run and operate a company.” Not fully automated. He was precise about that. But accelerated to the point where one person with the right stack does what used to take departments. The billion-dollar company did not reach that valuation because the product was worth a billion. It got there because it took a thousand people to deliver it. When an agent absorbs the work of a hundred of those people, the math of every industry rewrites itself. The startup that needed fifty employees and three years of runway now needs five people and six months. The company that took a decade to scale now compounds in quarters. The person holding the line between their data and their tools is not protecting their privacy. They are protecting their ceiling. Because the cost of this leverage is total transparency. You do not get the agent that acts without being asked unless you give it everything. Your messages. Your calendar. Your files. Your patterns. Your life. Altman is not hiding that tradeoff. He is building it as the product. The people who accept it will operate at a speed the people who refuse cannot touch. Right now, two versions of the future are separating. One where you direct the machine. One where the machine already knows. Altman chose. He is building it. The question is not whether this happens. The question is which side of it finds you.

Dustin

87,680 views • 4 months ago

Stripe co-founder John Collison on the two types of people who will thrive in the AI era over the next 10 to 20 years: He identifies two categories of people he's "super bullish on": First: high-agency people. "We know this at Stripe. The people who are like, I've been talking to customers. I know exactly what we should do. We got to go fix this. But the people who have that pep in their step and they want to go make Stripe better." The idea is simple. The people who don't wait around for permission, who figure out what needs doing and go do it, now have leverage they've never had before. AI lets them execute faster without needing to assemble a huge team behind them. Second: double majors. "I think if you understand software and understand finance or if you understand software and understand marketing, you now can go massively improve the entire marketing funnel for your company and one person can do." John Collison connects this to a famous Paul Graham observation: "Typically an entrepreneurship team a founding team has a collection of like five or six skills between two founders three founders." He also points to Charlie Munger's case for multidisciplinary thinking, noting it's easier than ever to pick up a functional grasp of new fields: "He thinks getting a functional understanding of many disciplines is not that hard you can just go read the books now you know you can talk to your AI about it and so I think multidisciplinary thinkers are going to do incredibly well." The throughline is the same for both: AI closes the gap between knowing what to do and being able to do it. One person can now move at the pace of a full team, and combine skills that used to require entire departments.

Stripe co-founder John Collison on the two types of people who will thrive in the AI era over the next 10 to 20 years: He identifies two categories of people he's "super bullish on": First: high-agency people. "We know this at Stripe. The people who are like, I've been talking to customers. I know exactly what we should do. We got to go fix this. But the people who have that pep in their step and they want to go make Stripe better." The idea is simple. The people who don't wait around for permission, who figure out what needs doing and go do it, now have leverage they've never had before. AI lets them execute faster without needing to assemble a huge team behind them. Second: double majors. "I think if you understand software and understand finance or if you understand software and understand marketing, you now can go massively improve the entire marketing funnel for your company and one person can do." John Collison connects this to a famous Paul Graham observation: "Typically an entrepreneurship team a founding team has a collection of like five or six skills between two founders three founders." He also points to Charlie Munger's case for multidisciplinary thinking, noting it's easier than ever to pick up a functional grasp of new fields: "He thinks getting a functional understanding of many disciplines is not that hard you can just go read the books now you know you can talk to your AI about it and so I think multidisciplinary thinkers are going to do incredibly well." The throughline is the same for both: AI closes the gap between knowing what to do and being able to do it. One person can now move at the pace of a full team, and combine skills that used to require entire departments.

Big Brain AI

96,360 views • 3 months ago