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Working with animals 🐈 🐨 🐴 🦆 and fire 🔥....what could possibly go wrong?? 😂 Watch these funny bloopers and out-takes and don't let our Aussie firefighters hard earned efforts go to waste... get your 2025 calendars now so we can continue this 32 year tradition! ❤️ @australianfirefighterscalendar #消防队员... show more
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![Many say that the catastrophic fires ravaging Los Angeles weren’t the fault of Governor Gavin Newsom and LA Mayor Karen Bass. Fires are inevitable in Los Angeles, and the water ran out because no water system could withstand that many fires simultaneously, they add. But LA firefighters themselves disagree. They say the reason they arrived too late to stop the fires from becoming catastrophic was because of severe budget cuts. The Fire Department did not pre-deploy fire engines to strategic locations, and helicopters arrived half an hour too late to put out the Palisades. “That [Santa Ynez] reservoir being closed did not allow helicopters to drop and suck water up from five minutes away,” a new firefighter whistleblower, the third who has come forward, told me. “Instead, they had to fly 10 to 15 minutes away to go get water somewhere else.” The problem is that the LA Fire Department is one of the most severely understaffed of America’s 10 largest cities. It has less than a single firefighter per 1,000 residents compared to Chicago, Dallas, and Houston, which have twice as many. “ In 1960, our city population was 2.5 million, and we had 112 fire stations. In 2020, our city population was 3.9 million, and we had 106 stations,” a representative of LA’s firefighters ’ union testified last month. “That's 1.4 million more people and six fewer fire stations.” This undermines the Department’s ability to respond to emergencies. “In 2020, the average emergency response time was seven minutes and 53 seconds, nearly double the NFPA recommendation.” Part of the problem is that the number of homeless fires in LA doubled between 2020 and 2023 to an astonishing 38 per day. They start dangerous fires in many ways, including by breaking through the sidewalk into the city’s electrical system, which can result in explosions and death. Still, many say, it is wrong to blame homelessness for LA’s fires. They are victims of trauma and poverty. But the research is unequivocal. Over half of all fires that the LA Fire Department responds to are set by a homeless person. "There were two huge explosions, and when I looked out my apartment window, I saw plumes of black smoke," a resident told NBC-Los Angeles. "People are literally dying in the streets, in tents burning down around them.” And the evidence is clear: leaving homeless people on the street makes them three times more likely to die than people required to come inside to sleep in shelters. The third firefighter whistleblower says the firefighters are being put in danger by budget cuts. “Even last week,” the person said, “I wanted to work and I was told, ‘Sorry dude, we don't have a seat for you to fill because there's not enough apparatuses,’” meaning fire engines or other equipment. One hundred fire engines and other apparatus are currently out of service because the city cut the Fire Department’s budget, and it couldn’t afford to hire mechanics to fix equipment. “We have a crack about halfway down our water tank. Half of our [engines and other] apparatuses are broken. They were sending rookies, new probationary firefighters, out to the field last year with no department-required brush jackets.” The firefighters lack life-saving equipment. “We were running out of electrodes to do EKGs,” the person said. “We've been running out of gloves. We've been running out of drugs, you name it. There's been ambulances that have been having to steal stuff or borrow stuff from the hospitals just to stay available.” At the meeting last month, the president of the city’s firefighters union warned, “If we cut one position, if we close one station… the residents of Los Angeles are going to pay the ultimate sacrifice, and someone will die.” All this and yet Los Angeles is one of the richest cities in the world. Eighty-four of America’s richest 400 people live in California, and LA is home to 26 billionaires who collectively possess a net worth of approximately $185 billion. “It kills us when we see holes in the system,” said the whistleblower, “and we aren’t able to do the job we expect of ourselves, and if we had the appropriate resources and staffing, I don’t think any of the fires were inevitable. I know for a fact it would not be what it is. We saw my particular fire engine in maintenance for a year and a half.” Some politicians are demanding reform. ”There are large swaths of the city with no emergency response resources available,” said Councilmember Traci Park, who urged more funding for firefighting last year. “ I think that people are rightly upset, not only that this happened, but there is a sense that we as local leaders needed to do more for them. I feel like I let them down, and I've been screaming about it from the day I came in.” As such, the problem is not poverty, it is severe mismanagement and bad governance. Not only is the city’s mismanagement to blame for LA’s disastrous response to the fire, but it’s also responsible for the city’s ongoing homelessness disaster. Why is that? Part of the reason is the city’s Diversity, Equity, Inclusion (DEI) programs. “The city will only purchase from vendors that support DEI,” said the firefighter. “So we'll go with a vendor that we have to pay twice as much, or the shipment may take twice as long, in order for it to be a DEI vendor rather than the vendor who has it at half the price and can get it to us tomorrow.” The whistleblower said that DEI programs put firefighters and the public in danger. “I personally witnessed in my own drill tower them making and passing women just to get their [female quota] numbers even though they didn't have to meet all the criteria the men did....” Please subscribe now to support Public's award-winning investigative reporting, read the rest of the article, and watch the rest of the video!](https://image.24vids.com/tw-1880013540263669983/ext_tw_video_thumb/1880013066298920960/pu/img/4S5OELKUDJnLYewl.jpg)
!["What NewJeans Wanted to Say" [Full transcript translated to English] 🐹: Some of you might be surprised by this sudden meeting, but we wanted to share our thoughts and opinions about the recent events, so we prepared this session. First, I want to explain one of the reasons we decided to do this live. It's been hard to see many people who have worked with us continue to suffer from unfair demands and pressure even after our CEO was dismissed. It was frustrating to just stand by and watch these situations unfold, and we were very worried about our future as a group of five. Honestly, while preparing for this live, we were naturally concerned about the reactions we might receive afterward. We were also worried that people might mistakenly think that our CEO instructed us to do this, but I want to clarify that this live was prepared because we five members genuinely wanted to express our thoughts. We received help from directors we trust for things we couldn't prepare ourselves, like setting up the shoot and finding a location. It didn’t feel right for us to stay silent when everyone, including our Bunnies, has been stepping up to support us. Moreover, this is not just a matter of leaving it to the adults because it directly affects the lives of us five members. Since we're the ones going through this, we felt that it would be healthier to speak up ourselves than to do nothing, so we mustered the courage to do so. The main point of what we want to say today is directed towards HYBE. We've already had meetings with the current management to express our opinions, but after seeing what happened afterward, it feels like our concerns weren't clearly conveyed. It seemed like communication was blocked, so we felt that preparing this live was the only way to properly share our thoughts and feelings. 🐻: I’m sure that today’s announcement has shocked many of the staff as well, as they were not aware of it, and I imagine everyone watching is quite surprised too. We’ve thought a lot about where to begin, but since the purpose is to express our intentions, we’ll try to explain as clearly as possible. Of course, due to contractual issues, we can’t share everything, but we’ll be as honest as we can. After it was decided that we would debut as NewJeans, our members spent a lot of time getting to know Min Heejin Daepyonim, both as a group and individually. At first, I had reservations and a certain fear towards the adults we were working with, but Daepyonim was the first person to approach us in a way that allowed us to open up, which was initially awkward but eventually built trust. From before our debut until now, we’ve been aware of various issues related to our debut schedule and other matters. However, working with Daepyonim made us feel good, and I believe that’s why we were able to debut successfully and continue our activities until now. This has been today’s news story. 🐶: Naturally, we all want to continue working with Daepyonim. Even before debuting as NewJeans and through all of the time that we spent together with Min Heejin Daepyonim, all of us felt that the music we wanted to make and the kind of world we wanted to build together, our vision, was similar in so many ways. With Min Heejin Daepyonim, we were able to prepare each and every task with sincere hearts, and I believe it shows in our work. Putting our sincere effort into something is only possible because of the people that we're working with have trust in each other and have that same vision. Min Heejin Daepyonim is not only the person that produces our music, but someone who makes NewJeans who we are. She discusses even the smallest details with us and explains them in ways that we can understand clearly. NewJeans has a distinct colour and tone, and this was created with Min Heejin Daepyonim. She is integral to NewJeans’ identity, and we all feel that she is irreplaceable. 🐱: However, even after our debut, there have been many unfair and incomprehensible incidents that you might not know about, and these incidents have only increased over time. As some of you may know, recently, videos from our trainee days and private records, such as medical information, were leaked. When I first saw that, I was really shocked. It was hard to understand how our company, which is supposed to protect us, failed to manage and allowed such information to be leaked. Naturally, this situation has made us worry that other strange or false information about us might spread in the future. Although we, along with our parents and Min Heejin Daepyonim, have raised concerns about this to HYBE, they haven’t resolved the issue, nor have they taken any proactive measures. Then, in the midst of all this, our CEO was dismissed, and we’re left wondering whom we can trust and rely on. We’ve come to the conclusion that if we don’t speak out about this now, no one will know what we’re going through. After much discussion among ourselves, we finally decided to take this step. 🐰: Something happened to me recently. The 4th floor of the HYBE building is where we get our hair and makeup done, so a lot of other artists and staff come and go there. One day, I was waiting alone in the hallway, and some staff from another team passed by. We greeted each other, but when they came back out a bit later, I heard one of their managers say, “Ignore her,” right in front of me. I could hear and see everything clearly. Even now, I still don’t understand why I had to go through that. 🐻: When I heard about what Hanni experienced, I was really shocked. How could a manager from another team tell their members to ignore one of us, and say it so loudly that Hanni could hear it? Such unimaginable words and behavior were directed at us, yet there was no apology, nor did they even acknowledge their wrongdoing. Of course, I’m worried about our future, but what’s most frightening is that the work we’ve already created is being compromised. Seeing the people who have poured their lives into creating our work being treated this way makes it hard to understand how this could be happening. The new management said they would separate producing and management, but we’ve always worked differently from other labels, and we thought that our way was a good one. Now, Daepyonim can no longer approve all matters, and we’re left wondering how we’re supposed to continue working as we did before. The recent statement from the new management also didn’t make sense to me. If they really didn’t intend to interfere with our producing, then the recent incident with Director Shin Woo-seok should never have happened, and it should have been handled differently. We are the ones directly involved with the copyrights and likeness rights of our content, yet they’re making decisions without our consent. In their statement, they kept saying they were acting to protect us and prevent our anxiety, but why do they keep insisting on this when they haven’t considered our wishes? We don’t want any more unnecessary issues to arise, and we want them to show respect and consideration for Daepyonim and all the directors who have worked with us. The things they’re doing right now are not in our best interest at all. 🐰: Something we all find very important, something that plays a very important role in our team's colour and image is our media content and creative production. Despite saying that they would leave all the creative production to our now former CEO, Min Heejin, through official statements that I think a lot of you might have already read or seen, and also during our personal meetings, they infringed our content. Content that not only we worked really hard on, but also our staff who spent endless hours to produce and release them solely for our fans. And if they had any understanding about what type of team we are, and the type of content that we create, they would have thought more deeply for crossing the line that they set for themselves. Because of this incident, we realized that there's not much we can do to prevent these type of issues. Personally, the way that ADOR used to run was the business management and creative production was not separated and was factors that played and worked in harmony with each other. That's how it worked and it was perfectly fine. It was our way of working and it was our CEO's way of producing NewJeans' content, which a lot of you were able to enjoy and appreciate. But now that she's no longer CEO, these factors that should have continued to work together in harmony are now being seen as two different areas of work. 🐻: Besides this, there are many other incidents we’ve experienced that are beyond my understanding—things that are frightening and uncomfortable. These incidents naturally make us question whether HYBE really cares about NewJeans, and there are clear signs of this. However, it’s hard to discuss everything today because we’re not sure how far things could escalate. We just hope you can understand a little of what’s been on our minds and why we chose to speak out in this way. 🐶: As I mentioned earlier, our dream was to perform the music we want to make with Daepyonim, and we were working very hard toward that goal. But now, we can’t do that, and the plans we’ve made might not come to fruition. As Hanni unnie said earlier, just like that, the content that we released solely for our fans, for our bunnies, was instantly erased. And I truly can't understand why anyone would do this to a group, or just anyone in general. We were just working hard for the present, so what did we do wrong? A week after Daepyonim was dismissed, we found out that we could no longer work with the director we’ve been working with all this time, and we’re extremely anxious because we don’t know what will happen to the staff who have always worked hard for us. If they really care about us, they should stop saying that they prioritize the artists and instead let us do the music we love in an environment where we can be genuinely happy. Is that really so hard to do? It’s hard to fully express what’s in my heart, but in the end, the five of us just want to continue our activities with Min Heejin Daepyonim, as we have done so far. 🐱: Personally, I want to continue working with the people around us who have helped me grow mentally and made me feel alive. However, I can't understand, nor do I think I should have to understand, why external forces are constantly obstructing and hindering us. I absolutely cannot comprehend what is truly in our best interest or what is supposed to help us grow. And I feel so sorry and heartbroken that our Bunnies, who found comfort in us and shared joyful memories with us, have to go through this ordeal and worry about things they shouldn't have to. We almost lost the work that symbolizes the relationship between NewJeans and Bunnies, and we don't want to lose anything else. I refuse to conform to or follow the values of the society those people belong to, and because I believe that direction is not the right one, I will not choose to go that way. 🐹: We found out about the CEO's dismissal through the news on the very day it happened. It was so sudden and unimaginable for all of us, and honestly, it was really difficult for us to process. As artists under HYBE, the company's unilateral notification made it clear to us that they don't respect us at all. In the midst of this confusion, we heard through our manager that the new CEO wanted to meet with us. From the very first action taken by the newly appointed Juyoung, it was clear that there was no consideration for us. He claimed to care for us, to prioritize NewJeans, but looking at everything that has happened, it's evident that his words were just that—empty words. HYBE’s actions, like publishing articles that painted us in a bad light just a week before our comeback, make us question how any of this is supposed to be in our best interest. 🐻: It's already been half a year of unnecessary and exhausting discussions about us and NewJeans, and even as a third party, it must be tiring. As the ones directly involved, it’s incredibly uncomfortable for us. We still have music we want to make and goals we want to achieve together, but as things stand now, it’s heartbreaking to think that we might lose not only the work we’ve created so far but also the identity of our team. That’s what makes us feel so helpless. We held this live stream to express our feelings because we sincerely want this tiresome conflict to end. 🐰: Like how we have our own and individual thoughts and feelings, we have the choice to choose how we will react to each situation, and we are not going to follow Hybe's every order blindly. We are more than well aware that this is getting in the way of our work, and that we should be treated much, much better than how we are right now. And it's very hard to believe that they are truly sincere about wanting to help us continue, to be able to continue to work with our Daepyonim, Min Heejin Daepyonim. Despite her being in the midst of all this current legal conflict, she's expected to plan and creatively produce our future endeavours in just only two months, which I personally think makes no sense at all. We don't want to hear all the empty words of how they're going to help us continue to work with Min Heejin, Daepyonim. And all we want is this legal conflict to be resolved and have our working environment returned back to normal the way it was before. 🐹: The way HYBE is operating right now feels dishonest and wrong to us. Please, stop interfering. Reinstating our CEO and returning us to the original ADOR environment we had before, with familiar people, not strangers, would make things right. We’re not asking for special treatment; we just want everyone to do their jobs well in their respective places. We’ll do our best in our roles too. We sincerely hope our request is heard. 🐶: From a human perspective, I hope you stop harassing our CEO, Min Hee Jin. Honestly, she seems so pitiful, and HYBE just comes across as an inhumane company. What can we possibly learn from a company like this? So, I really hope you stop bothering our CEO. 🐻: What we want is the original ADOR, where CEO Min Hee Jin leads both management and production. The reason we're making this request is because it's a way to coexist peacefully without conflict with HYBE. If our message has been conveyed properly, we hope Chairman Bang and HYBE make a wise decision to restore ADOR to its original state by the 25th. Thank you for listening to us. #하이브어도어_뉴진스지우기_작작해 #HYBE_STOP_SABOTAGING_NEWJEANS #HYBEによるNewJeansへの妨害に抗議します #NEWJEANS_NEVER_DIE](https://image.24vids.com/tw-1833845252211474737/amplify_video_thumb/1833843519804592128/img/CtgDOp_doKrnNvSv.jpg)
![The most epic 13 minute AI rant I've heard in 2026 PS: My parent's heard this when I was playing it in the car and thought Jason ✨👾SaaStr.Ai✨ Lemkin went OFF like Stephen A Smith does on first take PPS: Full transcript below [17:00] Harry Stebbings: I I just wanted to ask Jason, if the people that we want are fundamentally different, the developers that we used to hire, we don't because AI writes the code for us. The marketers we don't want, the sales people we don't want—who who do we want genuinely? Like what is the attractive profile? Because your Anthropic’s and your OpenAIs are hiring, so so what are the people that we want in the companies of the future? [17:18] Jason Lemkin: Look, I know it sounds trite, but but the answer is simple. It's just the expression each year changes. We want folks that are genuinely AI fluent. It's pretty simple. Now you know, maybe last year we called them prompt engineers, right? That used to be a job. I don't know if you remember that actually used to be the hottest job on planet earth. Now no one needs a prompt engineer because it's pretty easy to prompt all these tools. That job died. Okay. Um and now we need go-to-market engineers. Um I think that job's going to die. We need—everyone needs so many forward deployed engineers. Like you can't hire enough forward deployed engineers. But uh you know um but Palantir just announced in whatever their their big their big event—they've gotten their deployment times down over 90% with forward deployed engineers. So that may become—so the this wave of disruption for the titles and the specificity, it's also exhaustingly accelerating. But it's really simple. You meet anyone for any role—sales, marketing, engineering, product, QA—they're they're either they're either they can't keep all of the ways they use AI to accelerate their job from spewing out of their mouth, or they're staring at you. It's there's nowhere in the middle. Like, and the person that comes in and says—it's it's it sounds Captain Obvious—but like, you know, you just had the whatever from Lovable, the the marketing head that was super popular on the show, right? She's just spewing AI-native insights into Lovable, right? It's not that complicated. You hire her, Elena, or whatever it is. You just hire her. It doesn't matter whether she's still in college or a junior or a senior or a middler, a left or right. And honestly, if you interview people, I would say of all even of the best startups I've invested in, maybe 30% of the management team meets this standard at best. 30%. Maybe less. And of the interviews I do in general, it's single-digit percents. It's just and in in that sense, it's the same as ever. Like you either lower the bar in hiring or you hire someone that's actually great. And someone that's actually great is so far ahead of you in how to apply to to employ the efficiencies of AI in their role, your jaw falls on the table. The difference is we used to need warm bodies. That's what's changing. We used to need warm bodies to answer the call, to do QA, to do code review, to to get the blue pixel to go from the upper left to the lower right. You laugh, but you need you literally needed to brute force this with humans. With AI, every day that goes by, the AI—you do not need brute force human beings on your team. And that's another reason they're shrinking. Why are all these new companies so efficient? They're just not brute forcing things with humans. They're just not. They're choosing not to. And so these team—all the brute forcers out there—everyone talks about how bloated teams got in 2021. I don't agree with that. I think they got as big as they needed to be when growth was high and you needed humans to do everything. All you look at these teams that that doubled—well if growth continued at 60% like the rate in early 2021 for 5 years or can help me do the math and every single thing a software company did required a human. You were understaffed by your 2021 headcount. You'd be sitting here in 2026. You every office in SoMa would be triple packed and you there wouldn't be enough humans to staff your company. It's just the world changed. [20:33] Harry Stebbings: Jason, you live on the bleeding edge. I think me and Rory see that and I think the world sees that when they hear you every week in terms of how you run SaaS. For all of the CEOs and execs who listen to the show, what would you advise them in terms of determining whether someone is AI fluent when they meet them for jobs, for talent? [20:51] Jason Lemkin: Here's I realized I was just asked this. I just did a review with a super fast startup growing just crossing 100 million and I was asked this question. And one of my favorite executives, I thought his answer was pretty dated and because he gave me an answer that was about 6 months old. The answer 6 months old is: "I look for folks in my team, I look for you know at what tools they play with." Okay, that was a great answer in like summer of 2025. Okay, I tried Lovable last week. Okay, the answer in 2026 is: "What commercial AI tool have you brought into your organization this month?" That's the test. Anyone that is on the bleeding edge that you would want to hire—now there are so many great products in the market. Okay, there is no excuse in any role to have not brought one tool a month into your organization. Okay, there—now there's going to be better and better tools and better and better products as the year goes on. What's the one you did? And you will see folks with their deer in the headlights to this question. What what sales tool? What marketing tool? What product tool? What engineering tool? What did you bring in? Why did you pick it? How does it working? Because if you're at remotely at the cutting edge, you're all over this. You're looking for the next agentic tools that will radically improve how you do business. This is—you think everyone thinks SaaS is at the bleeding edge, right? You know, you know, all we do is we're just looking for the tools and trying them. Okay? Okay, we're one year ahead of everybody else because we did the simplest thing in the world. Like we tried the tools early and we trained them. We trained them for a month. Okay, I'll give you—want hear a horrible example from this week? Super hot AI company valued at 6 billion. Okay, I'm not going to name it. Um, this week yesterday told us we had to quadruple what we spent on their product. Okay, their agent told us, right? And why did this happen? Okay. Well, at this $6 billion company, no one had trained the agent on its pricing properly. No one had tested it. They said, "Well, well, we've been in beta." And we said, "Well, when did the beta launch? A year ago." Okay, these are people asleep at at the wheel. You want somebody who the instant this comes up, they exactly know what the issue is. And "Hey, when I was at Lovable Replit, we trained the agent. This is how we did it. I brought in this tool. I brought in this tool that that Rory invested in last week. It solved all these issues." That's what you want to hear. And if they haven't brought in a tool in the last 30 days, at least deeply evaluated it. I don't really care whether they bought it, but gone so far down the funnel they can tell you—pick whatever tool: Fixie, Regie, GC, AIGC—I don't care how you went through it, you looked at it, you can tell me the eight ways it would improve the productivity of your business and three you didn't. Just don't hire that person because they're going to run your company to the ground. This is the job today. The job today is not to screw around on ChatGPT and to be a prompt engineer. The job today is to bring the best AI and agentic products into your organization and leverage all the hard work that the engineers have done building those products. That's your job. You don't have to screw around. You don't have to be a prompt engineer anymore. You have to be an agent deployment expert. A—this is the new job we're making up today. An Agentic Deployment Expert. That's your job from C-level to junior. Agentic Deployment Expert. Don't hire anybody else. You're going to regret it. They're going to stare at the camera. He's good. Stare at the camera. He's honorable. We could probably just I could slip away, get a coffee, and come back. No. And I I sound exasperated, Rory. And I—but the reason I am is I can just see I can see my best companies doing it. And I can see some companies I've invested in not doing it. And I want to cry. I just want to cry when they have no ADs on their team. I just—like you're flushing your years of your life down the toilet by not approaching your how you're building this company this way. [24:33] Rory: Yes. And at the risk of being positive, it's worth pointing out two things he didn't say. Well, something implicit why he said—Jason didn't do the only hire, you know, he didn't commit the um employment law, I think it's a civil penalty of saying only employ people below X who get the new new thing because he implicitly said anyone can do it provided you're willing to learn. And I think that's the big aha that's one of the positive statements to make here right? Look and I think it applies—I'm always wary of being "Hey, coming across, hey this this is the things that you all have to do." I think it applies to everyone including investors right? I mean I will say I have found that unless you're willing to invest the time learning these tools you actually shouldn't be investing in them. One of my partners Andy had this expression: "You know, if you decide you want to stop learning new things you probably should retire within 6 to 12 months and never write another check again." Maybe that's down to 3 to 6 months at this stage, right? And I think, you know, it's— [25:27] Harry Stebbings: Yeah, I actually I actually had a meeting with mine and Jason's biggest investor the other day and I—pretend he's not here—I said I think he's the most equipped investor for this generation of investing because I don't think anyone quite sits at the bleeding edge like he does on the investor side. [25:42] Harry Stebbings: Why in terms of using the equip stuff? Yeah. Yeah. In terms of using the stuff, understanding understanding bottlenecks, constraints. For sure. [25:51] Jason Lemkin: But can I just add one point? We can just cuz it's so important if it helps people. Okay, we are—and thank you Harry. We're going through these phases. Okay, and when AI started to blow up for real for us, uh call it early 2024, right? Maybe late '23, I wasn't equipped. It was too technical. I wasn't going to go in and figure out—I wasn't smart enough to figure out how to deal with a massively hallucinating LLM API and turn that and turn that into something magical. Kudos to investors and others that that got it in early '23, '22. I mean I remember I—I guess it was maybe SaaStr Annual '23. I was with David Sacks and I did a Q&A and I said, "How you thinking about AI at Craft?" He's like, "Well we're all in. We want 80% of '23 of investments to be AI." I'm like, "Great but like show me the show me the great ones in market." He's like, "They're all prototypes. We're all they're all they're all proof of concepts but we're all in anyway." That's where you kind of had to be in '23 if you weren't investing at like the LLM level. Okay, I wasn't smart enough. Then we went through this weird-ass prompt engineer era where like you you could torture these products to do something good, right? But you had to torture them. You had to like craft these crazy things that made no sense. Now we are in the era where mere ordinarily smart generalists can make these tools do magical things. And literally I go to these meetings and people be like, "I don't know how to like this is so scary. I don't know how to do this." And we show them our backends. Do you know how to do a workflow generator? Do you know how to do a a decision tree? Like we've been building these since software in the '90s. Okay, if you—I can show you all of our agents. The how they work is novel. They do have to be trained. You can't be lazy and have these agents work. But honestly, the the UI, the UX, the way we interact with them, it's just software. And so my point is: Pick yourself off the ground. This is your time now. If you felt lost in AI era, if you felt like you're behind, you don't understand what all these people are saying on X and Twitter and their Claude and and their and talking about all the 4.6 point Nano point and it's over—like you just it's not your world. This is your time. This is your time for the generalist that knows how to use software tools really really well. And I—this is my last point but it's so important. If ever in your recent life—and this is why you could be all you need to be is young at heart to Rory's point—if in the last three to five years you have successfully deployed a piece of enterprise software of any sort you yourself, not some agency you hired, but if you have deployed it, you can deploy any agentic tool. Any. And you can become the hero in your company and you can become the hero in your functional area. But I watch folks—I'm literally helping a company now that they're adding hundreds of sales folks this year with a new pre-IPO COO—he's not hasn't brought in a single tool, totally scared of it. Okay, it's not that hard. Did you use SalesLoft? Did you use Outreach? Did you use HubSpot? Do you know these tools? If you can deploy these tools, you can deploy a world-changing AI agent. And so this is the time for people like the folks that that were shut out of the AI revolution right now. The generalist folks that are not that know how to deploy software that don't even know how to build software. Like vibe coding for me was folks who knew how to build software, but you didn't have to be an engineer. Now, you just need to know how to deploy software to win with AI agents. That's all you need to know. So many people have these skills and they're petrified of AI. "How did you do that? How did you deploy an AI BDR?" Well, we bought a piece of software, we figured out how it worked for a day, we set it up in an afternoon, and then and then we did spend 30 months training it, which you didn't do with this old software because in the old days, we just had to manually upload all the data, right? And there was no training. The the only non-intuitive part is training these things. And it's it's it's just work. So that's why when I see folks on the management team not doing this, there's no excuse. You do not need to be technical to win with AI agents in Q2 of '26. You do not need to be even 1% technical. Not at all. So it's your time. Or you're going to get laid off. Or you're going to get laid off because you're not going to matter.](https://image.24vids.com/tw-2036795243681423518/amplify_video_thumb/2036794127560613888/img/52_cdbzzL6_foTSI.jpg)
!["If we have evidence or if we have bodies, we should release that to the world." ~EB Did Burlison See a Craft at the Location He Visited? Umm, No. (Long one here with a transcript and my comments in ( ). Work today so I was a little limited with this stuff. Looking forward to the Davis interview tomorrow!) In 2025, Rep. Eric Burlison spent "almost the entire day" with the White House staff as they negotiated various aspects of the Big Beautiful Bill. While he was there, he requested help with the UFO topic because the Task Force on the Declassification of Federal Secrets kept getting blocked and struggled to get access to certain information and locations. So, he asked for a White House-level briefing, "the same briefing the President... If you're taking the request, that's my highest request." (He didn't say if he ever received that briefing.) Burlison: "Furthermore, I would like to be able to have a green light to go visit some of these locations. And the gentleman that I was asking kind of smirked. And I said, 'Is this comical to you? I mean, do you think that I'm not a serious person?'" (I mean, funny like I'm a clown, I amuse you? 😀 ) Burlison: "He said, 'No.' he goes. 'I just want to go with you.' And so, it turns out he did. He was able to go with me. He had to follow the proper channels as well. And we visited the first of many sites, hopefully. I'm gonna be cautious in talking about that because I don't want to jeopardize the ability to go to the remaining locations, if you will. I truly think that, for them, this was a test of whether or not this would become a circus for them. And so, I think that I'm just treading cautiously before I release too much information about what I've learned and where I went." (I understand not giving out the location to avoid a "circus" of UFO people trying to visit, but I don't see why he can't tell us what he learned right now. Hopefully, when all the visits are done, he can share the details with us.) James Fox: "Congressman, when you say you went to visit the site, are you implying that the alleged site that could, potentially, be housing non-human technology? Is that kind of what one is alleging here?" Burlison: "Yeah. Or, once did house non-human technology, right? Now, from my insights from Grusch and others, they had...it was pretty obvious that that first site that we were going to did not have active material, but, potentially, could have in the past. So what was important was to see the facilities and the structures, and to try to ascertain for A), first and foremost, did those facilities exist? And then were they designed in such a way that would have been, you know, one could easily see that that could have been utilized for reverse engineering." (Saying that a location/facility could have been utilized for reverse engineering craft not made by humans is not enough to make the waves we need to force the tidal wave of Disclosure. We need for Burlison (or someone else) to be able to visit a facility that has a craft there now, and folks working on it who are willing to speak about their experiences there. I don't see that happening any time soon.) Leslie Kean: "May I ask If the people at the site were cooperative and helpful for you?" Burlison: "Yes." Leslie Kean: "Or were they resistant to having you visit?" Burlison: "No, they were very cooperative. What I kind of interpreted from this is that a lot of what's happening today is that you have things that have happened in the past, and the people today, you know, you're talking about personnel that have changed over many times. And so, a lot of times they're not aware of the history of some of the things that you're talking about because that's not something that they're working on, currently. But they certainly were extremely helpful." (They were either not aware of the history or, they were, and lied about it. Can't rule that out. And the fact that they were helpful/cooperative doesn't really mean much. If you want to avoid unwanted attention, you put your best face on. Or, maybe they really were ignorant and wanted to do their best to help Burlison and the other folks? No way to know.) Burlison: "I had specifically wanted to meet with a particular individual that works at that location, and I actually expected them to turn me down, but was surprised that they actually arranged a meeting in a SCIF with the person that I requested. So, I do think that they're being cooperative." (Hopefully, when all of these locations have been visited, we get to learn this person's name. Full transparency, right?) Burlison: "And now that the President has [posted on Truth Social about UFOs], I think it gives everyone all the way down the line an understanding that this is to be taken seriously and to follow through." (We shall see.) Burlison: "On the way back after the visit, the White House staffer and the other person that had made it happen both said to me that they loved doing this. This was one of the funnest things they've ever done in their job, and that these other future site locations are not at all gonna be a burden to them. If anything, they're excited and looking forward to it." (Are we going to learn who those people are? Transparency? If not, why not? We pay their salaries.) James Fox: "I had a really quick follow-up question, Congressman. If you did find what you're looking for, is there a particular protocol, or what's the directive if you find what you're looking for?" Burlison: "If I find what I'm looking for, I'm gonna be very careful to protect any kind of national-security interest. But at the same time, I've been very clear that it is not the right of this country to withhold basic, fundamental evidence that we may or may not be alone. And so, if we have any kind of evidence of that, we should be telling the world and not holding back. And give as many details as possible, and release...be as transparent as possible without jeopardizing our secrets and national security. Or secrets that pertain...that our national security is dependent upon." (For now, keep the method of propulsion (energy source) secret and away from our adversaries and tell us everything else!) Burlison: "Well, I'm just gonna speculate, okay? If we have a type of technology that we have reverse engineered, that gives us a strategic advantage that our adversaries have not? I think that, for example, letting the world know that we have this craft, here it is, here's a photo of it, but you don't have to tell the world how exactly the...what you've reverse engineered, or how that operates." (Photos aren't going to cut it. If they exist, we need to see these craft (and bodies?) in person, with our own eyes. Put them in the Smithsonian and let us see all of it. And allow independent scientists to do their own analysis so we can verify that it's non-human or anomalous.) Burlison: "In the same way that when the nuclear bomb first was invented and utilized, the world knew, we revealed to the world that we have this capability, but we certainly are not gonna tell people how to make one and the specifics behind that. So, I think that for me, that's how I would answer that question. If you were asking me, 'What would you be willing to protect as far as national security?' That would be the nature of it. "Now, I think if the technology that's derived has nothing to do with changing our threat dynamic with an adversary, and it might benefit society and the world, by all means, let's release it. Let's let the world scientific minds utilize anything that we might have discovered. And so, that's where I personally stand." (But we all that it's not going to be that simple. Most likely (if this is all legit), we'll have craft and bodies, and the tech from the craft can give us an advantage over our adversaries, while at the same time, potentially, be used to change and improve the world and human condition. So what do we do? Keep it secret? Tell the world and take our chances?) Burlison: "I don't know, I couldn't tell you what Hillary meant by that." (EB was referring to the recent interview/deposition about Epstein where Hillary Clinton said that she would release UFO files but they would be "subject to any national security implications" and it should be done so that "no national security information is disclosed." She didn't get specific.) Burlison: "If we have evidence or if we have bodies, we should release that to the world. If we, you know, if what Eric Davis said to me - and now that was not in a hearing in which he had been sworn in, and I'm not saying that he was telling me a falsehood - when he said that there are four alien species - and that kind of went viral - I mean, if we, if we do have evidence of that, I want the world to know. I don't see why that would be of national security interest to withhold that from the world." (Unless, the people who have seen the bodies say something like, "Their skin is something that can be used as armor and we can't allow our adversaries to learn about that. Just trying to think of reasons why the gatekeepers will tell us that information needs to be kept secret.)](https://image.24vids.com/tw-2030480027666747596/amplify_video_thumb/2030373285926694913/img/_-25iW0LmiKeRcjI.jpg)
![#WilliamEst #วิลเลี่ยมเอส ———— [2025 Year in Review] 🎸: Wow, that's a great question. Let me take my time with this... 🦈: This is going to be a long story—could probably talk about it for an hour. 🎸: If I had to summarize briefly, I feel like I've been constantly growing. More people know us now, and I feel like I've put more of myself into each project. The longer you're in this industry, the more you want to make your work better. 🦈: Honestly, this year has been like a roller coaster. Full of ups and downs, full of changes. But I think it's been an amazing year because we've really been through so much. This was also the year ThamePo aired, and seeing everything that's happened, I'm really happy. 🦈: I'm happy too. We often say we hope to keep growing together. From being paired up, auditioning together, being cast as the leads of ThamePo—back then we weren't even sure if we could work as a CP, if we'd get along, how the project would turn out, or if people would like us. But having come this far and been through so much, I think as long as you believe in yourself and believe in your partner... In the end, I'm just really happy to be where we are today, and I'm incredibly grateful for our fans' tremendous support. [Surprises of 2025] 🎸: Speaking of surprises, I'd say it's today. Because I never imagined I could win an acting award. This really exceeded my expectations. Receiving this award motivates me even more to act and to learn. I feel like I'm still lacking in this area—I've often asked P'Est or others for advice, just wanting to keep getting better. 🦈: There have been many memorable moments, but I also want to say today. I'm really happy to receive this award. I actually have a lot of trophies at home, but they're all from swimming competitions—from school to university, to national and international competitions. I never thought I could win an award outside of swimming. Today I received my first entertainment industry award, and my mom even texted saying she's proud of me. I'm happy to make the people around me proud, and I'm happy I chose this path. This award is also proof that I made the right choice. [Goals for 2026] 🎸: My goal for next year is to become a better actor. I want to keep improving my skills. 🎸: Also, I want to release solo single. I want to try and explore more different things, including various music styles. 🦈: I hope more people will pay attention to our work, and I hope more people will discover us. I also hope that both William's and my individual projects, as well as our collaborative work, can take us further. [Three Songs for 2025] 🦈: When it comes to three songs that represent 2025, everyone knows ระหว่างทาง (Along the Way) has to be one of them. 🦈: The lyrics of this song really fit us. We often say the road to success isn't easy, but because we have each other, it doesn't feel as hard. 🦈: There's also ยังคู่กัน (Still Together). We're still together, just like William said at the ThamePo Final EP—no matter what the future holds, we're still WilliamEst. 🦈: The last one is Nothing's Gonna Change My Love For You. Nothing can change our love for each other. Because I feel like we've already been through so many difficult things, and if something difficult happens again in the future, it won't be as hard as before. Even if it is hard, it can no longer change us. 🎸: Yes. My first choice is also ระหว่างทาง (Along the Way). I chose this song because getting to this point, standing here—it's been really hard. I never imagined what life would be like now, how many twists and drama we'd go through. But we faced problems together, learned together, and now everything is on track. This song is really touching. 🎸: Another one is คนสุดท้าย (The Last One). This song was also played at our fan meeting. We talked from the very beginning about how much we love this song, including because of the lyrics. I might have never said this before, but if I ever get to do another BL or something like that in the future, P'Est is my only partner. There won't be anyone else. 🎸: He's the first and the last. I don't want to get to know and adjust to a new person anymore because it's too exhausting. From getting to know each other, to truly understanding each other, to the chemistry we have now—this journey has been really difficult. So I've always thought this in my heart, and I've always believed it: I hope he's truly the last one. MC: How do you feel hearing this? 🦈: I'm very touched hearing this. Actually, I've always had this sense of security. When I feel uncertain, he's always the one who stays firm. Even though I know how he feels, having him say it in front of the media and everyone still surprises me. Because we really went through times when we never thought we'd be where we are today, so deep down I'd already prepared myself for all kinds of possibilities. But when those things didn't happen, I actually felt relieved, and in the end it made this relationship even stronger. 🎸: The last song is สิ่งที่มีกำลังเกิด (What's Happening). Every line, every part of this song really hits deep. It's like two people from different worlds meeting and then walking hand in hand—like some kind of destined fate. So I chose this one.](https://image.24vids.com/tw-2007738334114713662/amplify_video_thumb/2007737383064834048/img/pEdYXr6rSZOgKpN4.jpg)
![Just in $AMD Anush "Speed is the moat"|ROCm🎙️ In the race to define the future of AI, what's the one advantage that truly lasts? It's not proprietary tech, argues Anush Elangovan Elangovan, VP of AI Software at AMD , but the sustainable speed of innovation. He explains why AMD is rejecting the "walled garden" model for its open source ROCm stack, betting that an open community flywheel is the key to victory. Listen to understand how this open strategy is designed to out-innovate closed systems by empowering developers to solve everything from frontier-model challenges to the mundane, everyday problems that define the "last mile" of AI. AMD ROCm Software: Part 1 Transcript [00:00:00] Andrew Zigler: Joining me is Anush Elangovan, VP of AI software at AMD. And when people talk about AI compute, the conversation often stops at hardware specs, but it's more than just physical chips that win the game. It's also the software ecosystems supporting them. [00:00:18] Andrew Zigler: The prevailing strategy in the industry has been to build something like a walled garden. You know, something closed, proprietary locks, developers in. But AMD is betting on an entirely different play, open source acceleration, and with rock, their open source AI software stack. AMD is building not just hardware parity, but an innovation flywheel that's powered by the community with interoperability and the freedom to scale without all of that pesky lockin. [00:00:48] Andrew Zigler: And in this world, speed is your moat and how fast you can innovate while your platform remains open, flexible, and standardize across all of its applications. That's what we're gonna explore [00:01:00] today. So Anush, I'm really excited to have you here. Welcome to Dev Interrupted. [00:01:04] Anush Elangovan: Thanks for having me. Uh, super excited to chat about it. [00:01:07] Andrew Zigler: Amazing. Well, let's go ahead and dive right in with kind of what I laid it out with in the beginning, the idea of the moat and it being about speed. I wanna unpack that a bit because that came from you when you and I first spoke. And I, and I want to know, you know, how do you define speed inside of AMD beyond just things like hardware, benchmarks. [00:01:27] Anush Elangovan: Yeah, that's a very good question. So when we typically talk about speed, everyone's like, Hey, hardware benchmark specs, right? Like, uh, memory bandwidth or, or flops. And that is one important part of it, uh, AMD does very well. With that, we do have, a, a very good history of executing on that axis. [00:01:47] Anush Elangovan: But when I say speed is the moat, it is about, uh, how we prepare, how we build the muscle to run the race for a long time and run it fast. And it is [00:02:00] not about a single point in time that you've, you've beat some you know, benchmark and, and you declare victory. It's about building the ability to consistently develop and deliver. [00:02:13] Anush Elangovan: Both hardware and software innovation at scale and do it fast, right? Like, you know, we we're increasingly getting to a point where models come out and they're, uh, you know, a year or two ago it was like, Hey, they work on AMD on day zero, which is great, but now they are performing on AMD the day it releases, right? [00:02:32] Anush Elangovan: So, what does it take to Prefetch where the industry is going? Be prepared to intercept. At that point is what you know, I, I refer to as you know, the, the speed factor in, in creating this mode, right? And the mode is just shed all things that hold you back and run as fast as you can. [00:02:53] Anush Elangovan: Uh, because the pace of innovation that is, uh, being seen in, in AI [00:03:00] industries is just. Amazing. Right? And it's like, it's transformational at at how you generate electricity. It's transformational as at how you build data centers. It's transformational at how you deploy compute, networking. It's transformational at what kind of use cases you, you know, uh, use AI for. [00:03:17] Anush Elangovan: Uh, and for that, you need to be prepared to, see what comes tomorrow and be prepared to run the race tomorrow. [00:03:23] Andrew Zigler: Yeah, it's a really great perspective because it highlights that it's not just like a checkpoint that you run through. I like how you called out, like it's not just hitting that benchmark or being the best in class at that moment, in that snapshot, it's about having a. The throughput and about having that dedication to the idea and continuing to deliver on it. [00:03:43] Andrew Zigler: It's not just crossing the threshold, but it's also being the engine. And that's what, that's what protects a business. That is the moat, because the moat is that innovation layer, the faster and more, uh, future forward. That you can work and think, [00:04:00] you know, the better. Uh, we, we talk a lot about like future forward work styles. [00:04:04] Andrew Zigler: Like what are the things I could be doing right now today that are gonna be like, way more useful tomorrow? Let, let's abandon those, workflows that are older and that kind of like, that translates into. An advantage when you work that way. You know, what kind of things have you learned working with, uh, like across all spectrums of people who would use ROCm, right? [00:04:23] Andrew Zigler: You have like the developers, but then you also have the enterprises and you have this large span of adoptees, right? So what is the, what does that look like that you learn? [00:04:32] Anush Elangovan: Yeah, so, so the way I look at it is there are gonna be pockets of different, uh, you know, cadences, right? Like, so people who are deploying in enterprises, for example, right? The validation and how long it takes for them to deploy an LLM that's secure. It's, with guardrails, et cetera, maybe longer. [00:04:52] Anush Elangovan: but you still have to go through the process and you have to be prepared to like, walk that walk to deploy an enterprises. That doesn't mean it's [00:05:00] not fast, that's as fast as you can do for that industry, right? And if you are deploying AI in healthcare, right, it's, it's got its own, uh, cycle. [00:05:07] Anush Elangovan: but in each one of these, you want to see how, like, go down to the essence of what is it that you actually have to do. And, you know, I, I, I like how you framed it. It's like it's, you shed your prior assumptions of how things are done, right. And, and you kind of build up from a, uh, first principles, uh, approach to say, this is how I could use AI to unlock, whatever I'm doing. [00:05:33] Anush Elangovan: And, and, some of it, you know, it's good to really step back and look at. Just question every part of it, right? Like right now you're getting chat GPT and, Gemini competing for like, math, olympiads and, and, uh, college, uh, reasoning, uh, tests. Right? And, and those are like that, that is amazing and increasingly like complex tasks that they're trying to do. [00:05:58] Anush Elangovan: But there may also be like. [00:06:00] More mundane things that AI could, could get applied to. Right? And, and so when we think about shedding old ways, you wanna shed it not just in like the tip of the spear. It's like, you know, I'm gonna see what's the frontier model. It's also, it could be something as simple as. [00:06:18] Anush Elangovan: How do you choose a, a movie, uh, you know, like a recommendation system, right? Or, or, uh, an automated, uh, flight, uh, rebooking system. So the moment, you know, your flight is late, uh, right now it's a notification, right? It's like, oh, you got a text message saying your flight's late. And I got that like three times this week. [00:06:38] Anush Elangovan: But anyway, uh, and, and, and, and, I was just like, okay, so if I were to rethink this. All this MCPs that we have that should be hooked up into an MCP that says, your flight's delayed. Here are your options. If you want, you know, these are the paid options. Yeah. Here are the free options. This will get you back into your you know, Toronto airport [00:07:00] tonight. [00:07:00] Anush Elangovan: Or if you stay, here's a hotel plus this, plus this, plus. It's just like, go ahead is all I should say. Versus now I'm like, okay, can someone, you know, can I call a travel agent? Can I do this? Can I go online and log into And you know, so we gotta fundamentally rethink even those like small, nuances of, things that we do that can be automated out and AI is really, really good at doing something like this, right? Maybe I just explained an AI startup idea right now. Somebody should just start that. [00:07:29] Andrew Zigler: I think you did. Yeah, you definitely did. Someone, one of our listeners is definitely going to lift that off of you. I, I, I, you know, I hate being on the receiving end of those. You feel a little helpless and then you have to like, follow the whole flow. So I know what you mean. Like I, I like how you called out that the build and this like. [00:07:45] Andrew Zigler: Where speed is your moat and the innovation layer is protecting you, is what makes you better than your competitors. How you scale that and you bring that to market. So by understanding the problems that you're solving, uh, throwing away those older assumptions, but also [00:08:00] recognizing that like. We're building every single day, new things and new ways of using stuff that we're still figuring out the implications of. [00:08:08] Andrew Zigler: And so when you have a lot of velocity and you're introducing a lot of new ideas, and maybe you have that workflow now that automatically rebook your flight off of your late flight text message, and uh, I know I would certainly use it, but you know, what kind of philosophies guide the way that y'all think about building this ecosystem to manage that stability while letting folks. [00:08:29] Andrew Zigler: Play with the speed and the assumptions and the airplane re bookings. [00:08:34] Anush Elangovan: so, so I think, you know, we need to peel one layer down, right? and the philosophy is, Hey, we, we just discovered electricity, right? And you know what we're gonna do? We are gonna make motors, uh, or dynamos, right? Like engines. Uh, sure. We don't know if it's gonna be a Ferrari that you're gonna make, or it's a a a a dump truck. [00:08:57] Anush Elangovan: That's good for doing this. But let's [00:09:00] let, which is also required, right? You need a dump truck. You need a garbage truck. And, [00:09:04] Andrew Zigler: Yeah. You need the [00:09:04] Anush Elangovan: course you need, uh, a Ferrari for a midlife crisis, right? So, [00:09:09] Andrew Zigler: precisely. [00:09:10] Anush Elangovan: But, but my, uh, point is what do we build next? And, uh, and this is what I meant by like, okay, let's, let's take those baby steps to build the. [00:09:20] Anush Elangovan: Infrastructure that's required that we know we'll have to use, right? So, so if I just discovered electricity, okay, great. Now one, how do I save this electricity and how do I use it? So there's battery technology, so you need to do something like that, right? Like so. But then you also want to make it into an actionable thing. [00:09:37] Anush Elangovan: You want to make it for like automobiles, or you wanna use it for, you know, powering, uh, entire cities. So it is that transformational. So, uh, AI is that transformational. So, if you distill down, it'll, it'll come down to how do we think about, what we can do with this this fundamental technology that, We may not be aware of what it [00:10:00] is gonna unlock next, but at least you know the next step is clear, right? It's like a dense fog, you know, it's gonna be like, it, it's the right path. You see the light, but it's kind of like out there and, and the steps you're taking are concrete and you're like, okay, this is good. [00:10:16] Anush Elangovan: I, this is better than where I was or where we were. So we are moving forward. So you can build with the. Intuition from what you see in the short term and a tactical view, but towards what you think the future is gonna be. [00:10:28] Andrew Zigler: Right. You almost like we're all in this like fog of war, right? And like you said, you're reaching out and you're trying to step through it. You could think of it too, as like you're in the dark and your hands are up in front of you and you know that. You're, you're not gonna run your face into a wall because your hands are out in front of you, but you're not gonna maybe do much better than that. [00:10:45] Andrew Zigler: So that's kind of like, I think the eco, the, the industry, the world that we find ourselves in, uh, and we all have to, then this becomes the power of an ecosystem, of a group of people working together to create that layer of, [00:11:00] uh, of establishing the [00:11:01] Anush Elangovan: exactly. And I, I, I just, instead of, you know, saying fog of war I describe it as like, you're in this. Beautiful valley with like a morning, uh, fog that's in. You can smell the flowers. You, you hear the birds. You are like, okay, it's, we are in like, uh, utopian paradise and yes, I just need to like, continue the walk, right? [00:11:24] Anush Elangovan: and then move forward with that, conviction that you're in the right spot. [00:11:27] Andrew Zigler: Yeah. So let's talk about that ecosystem world. This nice, I love how you describe it, this grassy side of a hill in the morning that's covered in some mist and maybe we can't see 30 feet in one direction, but it sure is a beautiful hill and it smells nice. And so we're all here. And why is, in that world, why is. [00:11:44] Andrew Zigler: You know, open source, their strategic advantage that y'all are going for in the AI hardware market. And, and then how does like ROCm turn that into wins for people within that ecosystem? [00:11:56] Anush Elangovan: you know, the, the way we look at it is this, is kind of like how I view [00:12:00] AI and the ecosystem, right? But, but it is for everyone to enjoy. Uh, and so we do want to make sure that. You know, it is, uh, beneficial for everyone. [00:12:09] Anush Elangovan: The ecosystem can come in and, and innovate. It's an open innovation engine. and uh, it is very different from, you know, having a walled garden with, Hey, only I know how to do this and I'm gonna do it and throw it over the fence and you can use it or keep walking, right? So we'd like to be good citizens that way, but also. [00:12:30] Anush Elangovan: Uh, it is self-fulfilling in a way, right? Like it, the, the pace at which we innovate with open source is unmatched. Like, you know, our serving engines are like VLLM and, and sg l. Those things, uh, those frameworks are like super, super aggressive in terms of how fast they come out with features and how fast they can you know, get performant models out. [00:12:52] Anush Elangovan: And that compared with what, uh, you'd get from, you know, the likes of like T-R-T-L-L-M or something is always lagging, right? Because you [00:13:00] just can't keep up with you know, 200 commits a week just on one particular model to get that model really performant [00:13:06] Andrew Zigler: And, and, and in that world where, you know, everyone can enjoy the winds of this, what kind of customer stories or innovation stories have really stood out to you and excite you about building and creating this place for developers? [00:13:19] Anush Elangovan: Yeah. So I think the parts that are super exciting for me are when when we get to see a customer that is first skeptical. Then they start a little like, okay, fine, we'll give you a chance. Uh, we do a simple, uh, POC and then they're like, huh, this seems to work. Yeah, we told you it works. [00:13:42] Anush Elangovan: You don't have to change one line of code. Really? Yes, no need to change one line of code. Okay, let's try a production workload. So then they try it. Oh, you're more performant than the competition. Yes. We're more performant than, than the competition. So how much does it cost? And we're like, oh, it's your TCO is better with, uh, [00:14:00] AMD. [00:14:00] Anush Elangovan: So again, they're like, wow, okay, good. So now how do we deploy at scale? And then we go deploy it at scale. And when they give a thumbs up on that and they say, this is good, right? That's when you know, you, you see it go full circle from like, oh, we, we've never heard about AMD to like actually deploy to tens of thousands of GPUs In the order of a few months, right? It, it, it really is fascinating to see and very exciting and invigorating to [00:14:28] Andrew Zigler: Yeah. At like a great exposure to a lot of interesting problems. And, and then people using the infrastructure, the, the technology available to solve those problems. Really specific problems by the way, that's often why they're bringing their data and AI to it, uh, is because it is really specific and important for them. [00:14:45] Andrew Zigler: And there's a, a lot I think that other engineering orgs can learn and even emulate from AMD's success and, and having this open source ecosystem and it causing this acceleration within. You [00:15:00] know, uh, customers and enterprises that use and adopt the tools and, and, and that creates an advantage. And that goes back to why we're talking and like the real thesis of our conversation today. [00:15:10] Andrew Zigler: So how do you think engineering leaders that are listening to this and obviously tapping into this great success AMD has from an open source flywheel, how do you think other, other folks building in the same space can foster that open, first, that open source oriented culture in order to, you know, accelerate their innovation goals? [00:15:29] Anush Elangovan: Yeah, that's a very good question. So the startup that um, was acquired by AMD we, we built, I mean, we started off doing iot stuff and you know, smart ring and all that, right? But in the, the end of like, uh, and not the end, the last six years of the company was building ML compilers. [00:15:47] Anush Elangovan: And ml, ML compilers are like super, uh, complicated, sophisticated, advanced algorithms, dah, dah, dah. but it was all open source, right? So our VCs were like, wait, what do you mean your core [00:16:00] IP is open source? And um, the speed is the moat applied even then, right? It was just like, yes, if you have an idea that. [00:16:08] Anush Elangovan: Because someone saw this idea that you are, they're gonna be able to catch up, then you probably have the wrong idea anyway. But if they are, you know, you execute and they're gonna catch up, that you should assume they're gonna catch up. Right? So you gotta move forward. So keeping it open source is super important. [00:16:25] Anush Elangovan: But also to your question on like, you know, the learnings from an AMD standpoint, right? If there are, hard problems, I'd say dig in and work through it, right? Like there's no way but through it, right? That should be the simple mentality. And more, uh, frequently than not. you'll see that you'll just make it through in a, in, in good form. [00:16:52] Anush Elangovan: But if you doubt it and you're like, oh, I don't know if I should commit, if I'm, I, you know, what should just commit to do the right thing [00:17:00] every step, right? Every step, and just keep taking one step in front of the other. And in no time you'll see that you'll be running. Right. And, and yes, the first few steps will be like, yeah, everyone's complaining about your software quality. [00:17:15] Anush Elangovan: Everyone's complaining about this and that, and it doesn't work. And, and a few steps in, you know, you get, you get the hang of all the complaints that are coming in. You get the feedback loop. You're like, okay, what, what are you prioritizing again? One step in front of the other, right? You just keep knocking that out and then you get to a point where you're, it just becomes second nature, right? To do the, to do the right thing. And, and then yes, if someone gives you two options, you'll be like, fine. This is, uh, you know, there's always the resource trade off. There's always a human capital trade off, but what's the right thing to do? of course, I, I'm pragmatic about what we choose, but, but if the right thing for your long-term success is dig in, go first, principles, make it [00:18:00] happen. [00:18:00] Anush Elangovan: Well. Then just go for that. There's, there is no shortcut to [00:18:04] Andrew Zigler: acknowledging, you know, how it aligns with your mission, your core company goals, and what you're looking to achieve. And, and I, I love how you rightfully called out that in the open source world and you know, you have your technology that you've built, what you think is your moat upon, right? [00:18:22] Andrew Zigler: It's your code and, and to open source that, or to just make it where anyone could peer in is, you know. Scary in one regard, but two, it just kind of feels like you're handing away your throne room in some kind of sense, a very direct feeling sense. But the ultimately, you were really right to call out, and this is something I think about all the time, that the real power there is still the speed This the speed. [00:18:42] Andrew Zigler: That was the moat at the beginning of our conversation. It's the speed in combination with your. Very specific domain understanding of what you're building and what you're creating, and your new role as the steward of that world and how people plug into it, which [00:19:00] has frankly, a lot more influence and power than lording over a closed. [00:19:04] Andrew Zigler: You know, repository or an ecosystem, and like you said, like throwing things over the wall. Sure. There, there might be people always on the other side of that wall, but you're not gonna have a great connection with them. You're not gonna be able to really clearly understand them. I, I like your metaphor of the side of the field of the mountain a lot more. [00:19:23] Andrew Zigler: But, but in the, in this world, you know, where. That speed is, is the power and, and open source is just one way that you can harness that speed to get really far ahead and to innovate. , There's other parts of this equation that you can be experimenting with too, and I'd love to pick your brain about them as a software leader and, and, and one of them is about looking forward and kind of understanding that future that we're all building towards and beyond today's models and hardware. [00:19:48] Andrew Zigler: You know, what do you see as the next major bottleneck or opportunity in the AI compute space? As, as you know, enterprises and folks start to get a little more mature about what's available to [00:20:00] them. [00:20:00] Anush Elangovan: Yeah, I think, the bottleneck and opportunity is, uh, what I'd call, call walking the last mile of ai. Right. Uh, and like I I, I gave you an example, uh, previously, but, but it's similar to that. It's like there are cases where Humans have so many, uh, things to do in your day. You know, like the, if we sit down and actually had a customer focus like, okay, these customers lives, I'm gonna save four hours of this customer's life. And if you actually sit down and look at all of that, it'll be. Easily automatable, easily you know, uh, applicable, uh, for ai, right? [00:20:39] Anush Elangovan: Like, but then making it happen is gonna take a little bit, right? It's like maybe it's, uh, paying your utility bill, right? Or something like that, right? Or, or, your healthcare explanation of benefits. Uh, like, I'm sure you get an explanation of benefits, and I'm like, I, I don't even know what that thing is. [00:20:55] Anush Elangovan: It's just like EOB and like. [00:20:57] Andrew Zigler: it's a big, a big old PDF. Yeah, [00:21:00] exactly. [00:21:01] Anush Elangovan: Like, like, I'm like great straight to the, uh, shredder, right? And but that could be, you know, automated with the ai, right? It, it, it'd be like, Hey, the summary of this thing is you went and visited this day. Everything is okay. Everything is paid for, so don't worry, it's not a bill. [00:21:17] Anush Elangovan: That again, the same, uh, thing, but the sense of what that information overload is could be. Digested by ai, uh, accumulated over time and retrieved when you need it. Like, I don't, I actually don't even need to know this EOB right now, unless of course, whenever I need to know it, that maybe, you know, like for some benefits I need to figure out what do, what did I do over the past year and how do I apply it? Source:](https://image.24vids.com/tw-1994972575768727743/amplify_video_thumb/1994972220930621440/img/_5CCZJyz89oDfqQJ.jpg)
![Attorneys Bobbie Anne Cox & Warner Mendenhall recall how the "unconstitutional" Covid LOCKDOWNS destroyed small landlords, making way for BlackRock to buy up properties so we all can "own nothing" Cox: "Remember folks, the government did that to its people... Not the virus..." This clip of Cox (Bobbie Anne Cox), who's also a legal commentator and Fellow at the Brownstone Institute (Brownstone Institute), is taken from a conversation with Jeffrey A Tucker () and attorney Warner Mendenhall (Warner Mendenhall) posted to The Epoch Times Youtube channel on November 1, 2025. ---------------Partial transcription of clip---------------- Cox: "But just to connect the dots, when they did these lockdowns, and people were, businesses were going belly up and people were really experiencing, I mean, horrible mental negative, impacts, not just from the isolation, but also from the financial burden that was now being thrust upon them. Remember folks, the government did that to its people. The government. Not the virus, not the person next door to you. The government did that to everybody. "And then what did the government do? Oh, march within a month, maybe two, the most. The CARES Act. $2.1 trillion worth of spending that they issued, doling it out to the citizens. Right? Giving it to, to keep everybody, you know, afloat, whatever. What did they do in that time period? As Jeffrey said, the CDC simultaneously issues. The CDC, The Center for Disease Control issues a nationwide eviction moratorium, announcing that you can't evict your tenants if they stop paying rent, because if you do that, eviction will cause further spread of COVID. "[It was] completely absurd. But they got away with it for over a year. The courts would not hear an eviction case for over a year. What is, what does that do? And the CARES Act money. The $2.1 trillion is not going to the landlords as a rent voucher. No, it's going directly to the tenants who are, as I had landlords calling me up daily. My tenants won't pay rent. But I just saw them walking into their apartment with a brand new big screen TV. Mendenhall: "And let's tie this to some bigger movement that's going on out there. So you kill the landlords and there are a lot of small landlords out there... You're killing them and they're going bankrupt. And BlackRock's coming in and buying up those properties and you will own nothing. They do not like these small mom and pop landlords. They don't like these small mom and pop businesses because what does that do? They're independent thinking people who won't necessarily go along with the programs." Cox: "And... it took over a year. It took a year and a half for the lawsuit filed against, you know, the lockdown, the. I'm sorry, the nationwide eviction moratoriums. Finally goes up to SCOTUS. SCOTUS finally says, nope, sorry, CDC, wrong, wrong branch of government. Congress could do that. Which they never would, because that would be political suicide. But you can't do that. You're an agency. But why did it do it? Because it's an agency and they're not elected. They're unelected bureaucrats, and they can't be removed. "So the CDC did it. They get away with it, by the way, in New York, they continued that eviction moratorium for another year. So you had some landlords in New York State that couldn't collect rent for two years. It was done intentionally, and it was done, with a very sly hand, I have to say. The other thing, a year later. Right. So in 20— That was March of 2020. March of 2021, the federal government issues... they called it the American Rescue Plan. I wrote it down so I wouldn't get it wrong. And the American Rescue plan, that was another $1.9 trillion that they started to dole out. "So what are they doing? They're increasing our debt, and they are putting a Band-Aid on the real problem. But this is all stemming from what they did. They locked everybody down for months on end. And it's people. It's like this. You know, you said yesterday, at some point, you know, people want to just pretend. I think it was your opening statement. People just want to pretend it didn't happen. And I'm thinking to myself, we are still recovering... From the legal end and the calls I get in my office. Can you help me with this? Can you help me? People are still recovering. Tucker: "Quickly, on the Supreme Court, ruling on the rent, a term about which I had forgotten. Does that entitle the victims of these policies to some sort of compensation?" Cox: "No, no, no. It only said CDC. You can't do this. Okay. Yeah. No, I mean, that would. That would probably bankrupt them if they had to again." Mendenhall: "It's a Taking. Same. Same kind of issue." Tucker: "So they got away with it, in other words?" Cox: "Oh, yeah, yeah. Oh, for sure. Yeah. [And] the agencies doing, you know, what they're doing, over these past five years, whether it's state level or it's federal level, a lot of what they're doing is, you know, what we would call unconstitutional. They don't have the power to do it. But they're doing it anyway. And sometimes the legislature steps back and says, 'Oh, well, better for them to do it.' Like in the case of the nationwide eviction moratorium."](https://image.24vids.com/tw-1985059432016072838/amplify_video_thumb/1985053400690823168/img/oXPAnsPS5oBKziRN.jpg)
