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You’ve built something very valuable for a private equity group to acquire. You’ve either started a company from scratch or acquired one; you then operated and scaled it. After 5-10+ years, you sold a majority to a PE firm (cash and rolled minority equity); then several more years later... you receive the “second bite of the apple”, larger than the first cash payment. A major liquidity and wealth milestone for you and your family, maybe beyond your dreams. But here’s the question no one asks: Now that you have wealth…how do you keep it? Two scenarios: A gentleman sold his construction company for $20 million. Within a year, half was gone. He had “diversified” into venture capital, luxury condos, and private crypto funds. He was chasing shiny objects. Contrast that with another entrepreneur who sold his HVAC business for the same amount. He put 60% into municipal bonds and short-term Treasuries, then took his time deciding what to do with the rest. The lesson: You don’t need to swing hard after you’ve already hit the home run. Build the wealth, then preserve and compound for today, tomorrow and future generations. In this episode, I break down the two-bucket philosophy: - Capital Preservation - Balanced and Compounded Growth I hope it gets you thinking about how to preserve and compound your wealth...starting today. Timestamps: 0:00 The hidden question after success: what do you do with the money? 1:30 Builders vs. stewards: different skill sets, same discipline 2:00 How legacy families preserve wealth for generations 2:30 "From rice field to rice field" 4:00 The simple fundamentals wealthy families follow 4:20 Why complexity sells, but simplicity endures 5:45 The two-bucket philosophy: preservation and compounding 6:01 Pillar #1: Conservative fixed income (your stability base) 6:40 Story: The entrepreneur who lost half his fortune chasing returns 7:22 Sponsor: CapitalBad - the marketplace for long-term investors 8:16 Pillar #2: High income strategy (living off cash flow) 9:12 Example: The Midwestern family that compounds quietly 9:15 Pillar #3: Long-term growth (own great companies for decades) 10:05 Compounding only works if you let it 10:59 Consumption vs. compounding: every generation’s choice 11:45 Structure, simplicity, and temperament in wealth management 12:00 Can you manage yourself as well as you managed your company?show more

PrivateEquityGuy (Mikk Markus)

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38,035 Aufrufe • vor 9 Monaten •via X (Twitter)

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. Michael Saylor explains how STRC is designed as a generational wealth tool - and why the tax structure makes it unlike anything else in fixed income. "When you receive the dividend, you reduce your basis in the investment by the amount of the dividend. So if we pay you $10 in dividends on a $100 share, you reduce your basis to $90, but you pay no tax." "If you give it to your daughter, or you give it to your son in your will, they get a step up in the basis to $100, and they collect another $100 worth of dividends, tax deferred." "Your family might very well collect dividends for 20 years, all tax deferred, which you can reinvest. And you can't do that with a bond. And you can't do that with a normal preferred stock." Strategy

. Michael Saylor explains how STRC is designed as a generational wealth tool - and why the tax structure makes it unlike anything else in fixed income. "When you receive the dividend, you reduce your basis in the investment by the amount of the dividend. So if we pay you $10 in dividends on a $100 share, you reduce your basis to $90, but you pay no tax." "If you give it to your daughter, or you give it to your son in your will, they get a step up in the basis to $100, and they collect another $100 worth of dividends, tax deferred." "Your family might very well collect dividends for 20 years, all tax deferred, which you can reinvest. And you can't do that with a bond. And you can't do that with a normal preferred stock." Strategy

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Lindsey and her husband are in their 30s with two daughters, and he wants to quit his job and sell their house to start a restaurant. Lindsey is concerned that he has no business plan, and she wrote in to The Ramsey Show for advice. Now, is there a way for his to live his dream without it destroying his own family and himself in the process? Yes, sure there is. You do a business plan. You go to work in a restaurant. You learn the restaurant business. You work in leadership in a restaurant, management in a restaurant. You understand purchasing in a restaurant. Then you redo your business plan, because now you’re going to be smarter. Then you start a catering business on the side. And you grow your catering business so big that you buy a food truck. And then when the food truck and catering makes you so stinking much money that you paid cash for all this without selling your home or quitting your job, three or four years from now you’ll have the money to open your first restaurant with cash. And then you’ll actually know what you’re doing.

Lindsey and her husband are in their 30s with two daughters, and he wants to quit his job and sell their house to start a restaurant. Lindsey is concerned that he has no business plan, and she wrote in to The Ramsey Show for advice. Now, is there a way for his to live his dream without it destroying his own family and himself in the process? Yes, sure there is. You do a business plan. You go to work in a restaurant. You learn the restaurant business. You work in leadership in a restaurant, management in a restaurant. You understand purchasing in a restaurant. Then you redo your business plan, because now you’re going to be smarter. Then you start a catering business on the side. And you grow your catering business so big that you buy a food truck. And then when the food truck and catering makes you so stinking much money that you paid cash for all this without selling your home or quitting your job, three or four years from now you’ll have the money to open your first restaurant with cash. And then you’ll actually know what you’re doing.

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What would you have done if you were in her shoes?👀🤔 “Imagine your phone went bad and to fix your phone is over 450k and then you told the person you were dating because your phone is your only source of income and he was like he does not have any money at the moment that he will give you the money next two weeks and you told him that you cannot be without your phone for two weeks that even if he has half of the money he can give you so you can be able to rally round and get the money because you have a lot of pending deals to deliver on the phone,and he insisted he doesn’t have anything to give you not even 10k. So you were able to rally round and repair your phone then during this period your partner who’s suppose to get married to you travelled to Abuja for a work then after you were able to fix your phone he came back and call you that you should come over then when you get his place, you noticed that he came back with two suitcase and because he travelled with only one. When you opened the new suitcase because he was trying to sort out the things that he bought and you’re seeing designer things and you’re just hailing him that the things he bought are looking fine o and he casually said that the purse you’re holding his 1.5million so when you did your calculations you noticed that the things he bought was more than 7million naira, and this was the same person you asked for 450k or even half of the money so that you can get your phone repaired and he said he doesn’t have any money. You got offended but you locked up then after like two days you asked him about the money that you borrowed money and you need to pay the people back and he started with his normal tales that he has no money and you said that okay no problem then you went back to your house. During the weekend normally you go to your babes house so when you got to his place he told you there was no soup or stew that you need to cook so you gave him a list and there is a drawer beside you then you opened it,you saw bundle of cash in the drawer and with a rough estimate you were about to count his up to 400k and when you told him about the amount for the food he didn’t even price it, he just gave you the money. After cooking for him th en you reminded him about the money you used to repair your phone that even if it is 190k but he told her to hold on that he will give you next week. The next week you called your partner again and he said you should wait till Friday. On Wednesday evening, he called you that his friend is hosting a party and he wants you to go with him and sent you 75 k to get something to wear. At the party your partner was spraying money and getting hyped. He then gave you one bundle that you should spray the celebrant which you did,in your head he was going to give you the money to pay people that you’re owing. Friday comes and he didn’t say anything about it. At that point you were already p!ssed and when he called you raised your voice at him that you don’t mean anything to him then he said you’re disrespectful person and he ended the call. So base on you were angry you also didn’t call and hustle for the money then after like 5 days in your head you already broke up with the guy. After like 5 days your partner called you and asked where are you? that he’s coming to your house and you told him that he should not come to your house, he opened the message but didn’t respond then he came knocking at your door after a while you opened for him and he was acting like everything is okay asking how are you then you tried explaining he just kept apologizing. So now you’re confuse, you’re contemplating ‘are you going to forgive a man that treated you like you mean nothing to him or just understood that period was rough for him —- Lady shares a story asking for advice😕🤔

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What would you have done if you were in her shoes?👀🤔 “Imagine your phone went bad and to fix your phone is over 450k and then you told the person you were dating because your phone is your only source of income and he was like he does not have any money at the moment that he will give you the money next two weeks and you told him that you cannot be without your phone for two weeks that even if he has half of the money he can give you so you can be able to rally round and get the money because you have a lot of pending deals to deliver on the phone,and he insisted he doesn’t have anything to give you not even 10k. So you were able to rally round and repair your phone then during this period your partner who’s suppose to get married to you travelled to Abuja for a work then after you were able to fix your phone he came back and call you that you should come over then when you get his place, you noticed that he came back with two suitcase and because he travelled with only one. When you opened the new suitcase because he was trying to sort out the things that he bought and you’re seeing designer things and you’re just hailing him that the things he bought are looking fine o and he casually said that the purse you’re holding his 1.5million so when you did your calculations you noticed that the things he bought was more than 7million naira, and this was the same person you asked for 450k or even half of the money so that you can get your phone repaired and he said he doesn’t have any money. You got offended but you locked up then after like two days you asked him about the money that you borrowed money and you need to pay the people back and he started with his normal tales that he has no money and you said that okay no problem then you went back to your house. During the weekend normally you go to your babes house so when you got to his place he told you there was no soup or stew that you need to cook so you gave him a list and there is a drawer beside you then you opened it,you saw bundle of cash in the drawer and with a rough estimate you were about to count his up to 400k and when you told him about the amount for the food he didn’t even price it, he just gave you the money. After cooking for him th en you reminded him about the money you used to repair your phone that even if it is 190k but he told her to hold on that he will give you next week. The next week you called your partner again and he said you should wait till Friday. On Wednesday evening, he called you that his friend is hosting a party and he wants you to go with him and sent you 75 k to get something to wear. At the party your partner was spraying money and getting hyped. He then gave you one bundle that you should spray the celebrant which you did,in your head he was going to give you the money to pay people that you’re owing. Friday comes and he didn’t say anything about it. At that point you were already p!ssed and when he called you raised your voice at him that you don’t mean anything to him then he said you’re disrespectful person and he ended the call. So base on you were angry you also didn’t call and hustle for the money then after like 5 days in your head you already broke up with the guy. After like 5 days your partner called you and asked where are you? that he’s coming to your house and you told him that he should not come to your house, he opened the message but didn’t respond then he came knocking at your door after a while you opened for him and he was acting like everything is okay asking how are you then you tried explaining he just kept apologizing. So now you’re confuse, you’re contemplating ‘are you going to forgive a man that treated you like you mean nothing to him or just understood that period was rough for him —- Lady shares a story asking for advice😕🤔

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Naval Ravikant reveals why getting rich has never been easier in human history and why most people are playing the wrong game: 1. status games are zero sum. wealth creation is not. in hunter gatherer times there was no stored wealth so status was the only game worth playing. high status meant you ate first. today you can build a product, scale it, and create abundance for millions of people without taking anything from anyone. i can be wealthy and you can be wealthy at the same time. you cannot both be number one. 2. there has never been an easier time in history to create wealth. a few hundred years ago you were born a serf and you died a serf. there was almost no way out. that has changed entirely. the leverage available today through technology, code, and media means wealth creation is accessible to more people than at any point in human history. it is still hard. it will not fall in your lap. but it is possible. 3. status is hardwired into us because wealth creation is evolutionarily new. we spent hundreds of thousands of years in hunter gatherer societies where status determined survival. wealth only became real with the agricultural revolution, accelerated with the industrial revolution, and exploded with the information age. your brain has not caught up. it still craves the ranking ladder. 4. get rich first. then go for fame and status if you still want it. trying to build a following to then monetize it is a much harder path than building wealth first and trading some of it for status later. rich people go to davos, donate to nonprofits, start appearing in films. they trade money for status because once you have money that is what you want next. do it in that order not the other way around. 5. you can reach a point where you are satisfied with your wealth. you cannot reach that point with status. the leaderboard never ends. youtube shows you your likes going up and down every single day and keeps you running on the treadmill forever. wealth has a finish line. status does not.

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🔥 THE WEALTH TRANSFER HAS BEGUN — ARE YOU READY TO STEWARD IT? 🔥 Prophets across the nation are saying the same thing: The wealth of the wicked is now being transferred to the righteous. On Nov 28, 2025, Carolyn Dennis said: “It is wealth-transfer time. Seek wisdom. Do NOT try to manage millions—or billions—alone.” The Holy Spirit is leading this move… and He’s the best financial advisor you will ever have. Then just two days later, Robin Bullock declared: “Your fixed income just became unfixed—fixed for success.” This next season is expansion for seven generations… but it requires obedience and generosity. And Bonnie Jones echoed the same warning: “This wealth will be a test of integrity. What will you do with it?” Some will receive wealth. Some will receive great wealth. And God is asking us now—will you invest in the Kingdom or hoard it? A few months ago, the Lord told our family to write down exactly what we will do with the finances when they come. Because they’re coming. And how we steward them will determine what flows through us. 💰 Pray this: “Lord, make me a vessel You can trust. Let Heaven’s resources flow through me to build Your Kingdom on earth.” If you want to learn how to steward supernatural AND practical wealth—with prophetic insight and trusted financial advisors— 📲 Watch the Prophetic Report every Wednesday at 11:11am CST On Rumble @ Flyover Conservatives Or download the Flyover App: This wealth transfer is real. It’s serious. And God is preparing His people to handle it well. 🙌🔥

🔥 THE WEALTH TRANSFER HAS BEGUN — ARE YOU READY TO STEWARD IT? 🔥 Prophets across the nation are saying the same thing: The wealth of the wicked is now being transferred to the righteous. On Nov 28, 2025, Carolyn Dennis said: “It is wealth-transfer time. Seek wisdom. Do NOT try to manage millions—or billions—alone.” The Holy Spirit is leading this move… and He’s the best financial advisor you will ever have. Then just two days later, Robin Bullock declared: “Your fixed income just became unfixed—fixed for success.” This next season is expansion for seven generations… but it requires obedience and generosity. And Bonnie Jones echoed the same warning: “This wealth will be a test of integrity. What will you do with it?” Some will receive wealth. Some will receive great wealth. And God is asking us now—will you invest in the Kingdom or hoard it? A few months ago, the Lord told our family to write down exactly what we will do with the finances when they come. Because they’re coming. And how we steward them will determine what flows through us. 💰 Pray this: “Lord, make me a vessel You can trust. Let Heaven’s resources flow through me to build Your Kingdom on earth.” If you want to learn how to steward supernatural AND practical wealth—with prophetic insight and trusted financial advisors— 📲 Watch the Prophetic Report every Wednesday at 11:11am CST On Rumble @ Flyover Conservatives Or download the Flyover App: This wealth transfer is real. It’s serious. And God is preparing His people to handle it well. 🙌🔥

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Collison Brothers Explain Why Stripe is Better Off Staying Private John's (John Collison) take: " People generally make the argument that public companies run in a more disciplined fashion. I think that's hogwash." "If you need a 25-year old Fidelity analyst asking you to double click on your CapEx, blah, blah, blah, to run the company with discipline, something is horribly wrong at the company and you need new management." "It used to be the case that to do any return of capital to shareholders, or if you needed any kind of large sums of money, you needed the public markets." "That's obviously not true today, where stable private markets exist." " This is our life's work. We're not going anywhere. We'll be very happily running Stripe in 10 years time, in 20 years time." Patrick's (Patrick Collison) take: "We're a company at the intersection of financial services and technology. Being private for a long time is the norm." "What matters is less kind of the returns in a given year, and more duration. And so the question is, what enables the best compounding on a 10 year time horizon?" "And what's best for shareholders as you really take the longer-term perspective? And then what's best for customers?" " At this juncture, with the business growing at this rate, we want to spend the marginal hour with some customer."

Collison Brothers Explain Why Stripe is Better Off Staying Private John's (John Collison) take: " People generally make the argument that public companies run in a more disciplined fashion. I think that's hogwash." "If you need a 25-year old Fidelity analyst asking you to double click on your CapEx, blah, blah, blah, to run the company with discipline, something is horribly wrong at the company and you need new management." "It used to be the case that to do any return of capital to shareholders, or if you needed any kind of large sums of money, you needed the public markets." "That's obviously not true today, where stable private markets exist." " This is our life's work. We're not going anywhere. We'll be very happily running Stripe in 10 years time, in 20 years time." Patrick's (Patrick Collison) take: "We're a company at the intersection of financial services and technology. Being private for a long time is the norm." "What matters is less kind of the returns in a given year, and more duration. And so the question is, what enables the best compounding on a 10 year time horizon?" "And what's best for shareholders as you really take the longer-term perspective? And then what's best for customers?" " At this juncture, with the business growing at this rate, we want to spend the marginal hour with some customer."

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Henry makes the case for going public in a world where companies can stay private forever: "There's a view that you can be an indefinite private company. This might be an incredible path for certain companies. You are not beholden to short cycle performance, so you can drive growth, innovation, profitability and discipline in your business on a timeframe that lines up with your individual business. The path to building a generational company through the public markets is proven. If you understand how to do it, it's actually very clear what you do. Netflix started as a DVD mail business. To Reed's credit, he realized that streaming was the future and he wanted to tackle this offensively. Like any transition, it's a little messy. What do the public markets do? First, it sent a signal to Netflix that you're under a real transition here and your assumptions on your financial model need to have a wider fan of scenarios. Two, it allowed Reed to basically align external and internal investments and get his entire senior team aligned on what they needed to do, but also realigned on incentives. I believe to build a great company, you have to balance growth, profitability, and innovation. You have to be in the "and" business, not the "or" business."

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Dave Ramsey on the wealth-building sequence he believes turns ordinary earners into millionaires: A 22-year-old caller phones into Dave Ramsey's show with $104,000 left on his mortgage, $10,000 in savings, and $1,800 left over each month after bills. His question: Should he start investing $1,000 a month, or throw everything at the mortgage? Dave's answer reveals the order he believes wealth-building has to follow, and the math behind why this caller is on track to become a millionaire decades before most people. First, Dave confirms the foundation is in place: "You're debt-free except your mortgage. You have your emergency fund in place of 3 to 6 months of expenses?" With $10,000 saved and a household income of $50,000, the caller is ready for the next phase. The order matters. Retirement comes before any extra mortgage payments: "15% of your income should be going into retirement savings." For this caller, that's $7,500 a year. Dave walks him through the mechanics: "You set that up as a Roth IRA… you basically knock it out with one Roth IRA. It's $7,000 a year or $6,000 a year you can put in it… A little bit in your name, little bit in your wife's name. You put 4,000 in each if you want." The key is automation: "You set that up as a monthly hit on your checking account going straight into mutual funds into a Roth IRA." Kids' college would come next, but the caller skips it because he doesn't have kids yet. Only then do extra mortgage payments enter the picture: "We pay everything else on the mortgage." Then Dave runs the numbers on what 15% actually does over a lifetime: "If you invest 15% of your income for the rest of your life, you'll have $10 million or more." The caller mentions his wife will soon start working full-time after finishing school, which they paid for in cash. Dave sees the compounding effect: "That will increase then the 15% going into retirement. And on top of that, then you'll have more money to throw at that mortgage and knock that mortgage out. I suspect you're probably going to be millionaires around 30 to 32 years old." The caller asks the obvious follow-up: If he can do more than 15%, should he? Dave's answer is firm. Not yet. Everything above 15% goes to the mortgage until it's gone. Only then comes the final phase: "Once you pay off the house… there's nothing left to do then but become very, very wealthy and be very, very generous. So yeah, you max out everything in your retirement and you do more investing."

Black Edge

52,865 Aufrufe • vor 1 Monat

Jaylen Brown says players should be able to own equity in teams because they help increase the value of NBA franchises “Players should be able to invest alongside ownership groups and business opportunities. I don't understand why that’s ever been a thing. It's like you’re an athlete and they make it seem like they can control how much wealth or growth that you could actually accumulate. I think that's wrong” “I also think that any other major corporation, if you work for Apple, Nike or anywhere, if you're a CEO, if you're someone who has been on a board for a large amount of time, you get equity in a company at some point. You are part of it” “I think athletes should be looked at in the same way. You played for the Celtics for 20 years, you should get a piece of equity because you helped accumulate the growth. That's the part that gets lost in translation. The sweat equity you put in. You get compensated for doing your job, but you don't get compensated for the growth. At major corporations and companies you do, or at least some of the big ones”

Jaylen Brown says players should be able to own equity in teams because they help increase the value of NBA franchises “Players should be able to invest alongside ownership groups and business opportunities. I don't understand why that’s ever been a thing. It's like you’re an athlete and they make it seem like they can control how much wealth or growth that you could actually accumulate. I think that's wrong” “I also think that any other major corporation, if you work for Apple, Nike or anywhere, if you're a CEO, if you're someone who has been on a board for a large amount of time, you get equity in a company at some point. You are part of it” “I think athletes should be looked at in the same way. You played for the Celtics for 20 years, you should get a piece of equity because you helped accumulate the growth. That's the part that gets lost in translation. The sweat equity you put in. You get compensated for doing your job, but you don't get compensated for the growth. At major corporations and companies you do, or at least some of the big ones”

dank

3,031,498 Aufrufe • vor 20 Tagen

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

407,653 Aufrufe • vor 2 Jahren

Apple CEO Tim Cook has a counterintuitive philosophy for achieving excellence: stop following the rules entirely. "I think you should rarely follow the rules. I think you should write the rules." When asked about when it's okay to break the rules, Tim Cook reframes the question itself as flawed. He explains: "If you do follow things in a formulaic manner, you will wind up at best being the same as everybody else. Maybe you missed something and you're a little worse. And if you want to excel, you can't do that." Tim has seen this play out repeatedly in business: "I've watched a lot of companies do that. And I think that's a rotten strategy. Maybe they'll be good for a few months or something." But he's careful to distinguish rule-writing from ignorance. The real skill, he argues, is mastering: "How to learn, how to collaborate, how to think about something, and how to work with people that have a very different point of view than you do." In other words, master the fundamentals of thinking and collaboration —then use those skills to author your own playbook rather than following someone else's. His conclusion is direct: "That's what I really think about it. Write your own rules."

Apple CEO Tim Cook has a counterintuitive philosophy for achieving excellence: stop following the rules entirely. "I think you should rarely follow the rules. I think you should write the rules." When asked about when it's okay to break the rules, Tim Cook reframes the question itself as flawed. He explains: "If you do follow things in a formulaic manner, you will wind up at best being the same as everybody else. Maybe you missed something and you're a little worse. And if you want to excel, you can't do that." Tim has seen this play out repeatedly in business: "I've watched a lot of companies do that. And I think that's a rotten strategy. Maybe they'll be good for a few months or something." But he's careful to distinguish rule-writing from ignorance. The real skill, he argues, is mastering: "How to learn, how to collaborate, how to think about something, and how to work with people that have a very different point of view than you do." In other words, master the fundamentals of thinking and collaboration —then use those skills to author your own playbook rather than following someone else's. His conclusion is direct: "That's what I really think about it. Write your own rules."

Big Brain Business

130,045 Aufrufe • vor 6 Monaten

Sam Altman: “One of the few arbitrage opportunities left in the market is time” “I don’t think you can beat the market in a lot of ways, but the one way I do is by making a long-term commitment to something. My new belief on how long I should hold stock in the best companies I invest in is forever. And I think in a world where people are increasingly focused on the tick and the quarterly earnings cycle, you should try to go in the other direction. This is a great way to generate value and wealth.” Sam continues: “And so I think that when you’re thinking about a startup, it’s really worthwhile to think about something you’re willing to make a very long-term commitment to because that is where the current void in the market is. You get paid as a founder for the wealth you create for other people… The best companies just create massive amounts of value for the world, and then they capture some of that for themselves. But they capture far less than they create, and they do it over a very long period of time. So if you’re going to be one of those companies, I think you want to make a super long-term commitment to yourself and others that are going to work on it with you… It is worth waiting because you will make far more money over the long term by doing this company really well than a bunch of short term things along the way.” Video source: Y Combinator (2016)

Sam Altman: “One of the few arbitrage opportunities left in the market is time” “I don’t think you can beat the market in a lot of ways, but the one way I do is by making a long-term commitment to something. My new belief on how long I should hold stock in the best companies I invest in is forever. And I think in a world where people are increasingly focused on the tick and the quarterly earnings cycle, you should try to go in the other direction. This is a great way to generate value and wealth.” Sam continues: “And so I think that when you’re thinking about a startup, it’s really worthwhile to think about something you’re willing to make a very long-term commitment to because that is where the current void in the market is. You get paid as a founder for the wealth you create for other people… The best companies just create massive amounts of value for the world, and then they capture some of that for themselves. But they capture far less than they create, and they do it over a very long period of time. So if you’re going to be one of those companies, I think you want to make a super long-term commitment to yourself and others that are going to work on it with you… It is worth waiting because you will make far more money over the long term by doing this company really well than a bunch of short term things along the way.” Video source: Y Combinator (2016)

Startup Archive

49,283 Aufrufe • vor 1 Jahr

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”

Michael McGuiness

500,098 Aufrufe • vor 2 Jahren

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Startup Archive

36,050 Aufrufe • vor 1 Jahr

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:

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:

Mike

14,195 Aufrufe • vor 8 Monaten

Robin Williams was sober for 20 years... then one thought in a small Alaskan town undid it all. In this interview, the comedian traces the full arc of his history with addiction: how it started, how he quit the first time, why he relapsed after two decades, and what finally broke the grip for good. It began early in his career, with cocaine. People asked why a man that fast ever needed it. His answer flips the assumption on its head: "I think I did it because it would actually allow me not to talk. It was like, you know, reverse medication... It just kind of shuts you down, which is a, you know, word: self-medication." The first turning point came in the early 1980s. Two things changed his thinking: the death of his friend John Belushi from an overdose, and the news that he was about to become a father. "I remember stopping it on my own because I was about to have a son... You don't want to be like that." On Belushi's death, he says it was the beginning of "thinking outside the box of 'you've got a responsibility and it's more than you'." He quit alone, without help. And it held for 20 years. Then came the relapse. "I was in a little town in Alaska. It wasn't the end of the world, but you can see it from there, and it was like all of a sudden I thought I could drink. It's also that same thought you have if you look off a large building and go, 'I can fly'. And within a week it was like gone." He calls the aftermath a gift: "Now, you know, I realize I can't." The second recovery looked nothing like the first. This time he went to rehab, and he learned why doing it alone had been the harder road. Surrounded by doctors and psychiatrists in treatment, he noticed a pattern: "The more intelligent you think you are, the harder it is to let go. Everything: 'I've got a solution, I'll just drink a little bit'." The lesson he lands on is surrender: "You gotta just say, 'I can't do it'... And then you have to go, 'Nope, you lose, you can't do it. You need help'. And at that point, that's the beginning."

Robin Williams was sober for 20 years... then one thought in a small Alaskan town undid it all. In this interview, the comedian traces the full arc of his history with addiction: how it started, how he quit the first time, why he relapsed after two decades, and what finally broke the grip for good. It began early in his career, with cocaine. People asked why a man that fast ever needed it. His answer flips the assumption on its head: "I think I did it because it would actually allow me not to talk. It was like, you know, reverse medication... It just kind of shuts you down, which is a, you know, word: self-medication." The first turning point came in the early 1980s. Two things changed his thinking: the death of his friend John Belushi from an overdose, and the news that he was about to become a father. "I remember stopping it on my own because I was about to have a son... You don't want to be like that." On Belushi's death, he says it was the beginning of "thinking outside the box of 'you've got a responsibility and it's more than you'." He quit alone, without help. And it held for 20 years. Then came the relapse. "I was in a little town in Alaska. It wasn't the end of the world, but you can see it from there, and it was like all of a sudden I thought I could drink. It's also that same thought you have if you look off a large building and go, 'I can fly'. And within a week it was like gone." He calls the aftermath a gift: "Now, you know, I realize I can't." The second recovery looked nothing like the first. This time he went to rehab, and he learned why doing it alone had been the harder road. Surrounded by doctors and psychiatrists in treatment, he noticed a pattern: "The more intelligent you think you are, the harder it is to let go. Everything: 'I've got a solution, I'll just drink a little bit'." The lesson he lands on is surrender: "You gotta just say, 'I can't do it'... And then you have to go, 'Nope, you lose, you can't do it. You need help'. And at that point, that's the beginning."

History Nerd

258,959 Aufrufe • vor 12 Tagen

An angry caller confronts Dave Ramsey for calling “Infinite Banking” a scam only to walk directly into a brutal financial reality check. Caller: “I am calling in response to a video I saw recently that you claimed infinite banking concept was a scam and actually got quite pissed off about it. I do not agree with that, and certain points that you made in that video. And I have set up a policy for my son when he was 1 years old, he's 5 now. Has a 500 thousand dollar face value. We pay 5,373 dollars a year for 13 years, and it's paid up at that point. There's a few points that I wanted to discuss that I just didn't agree with. One of the main things was that... so you claim that the cash value dies with you, and you only get the face value paid out.” Dave: “That's true. That is.” Caller: “Well, it's not true if you reinvest the dividends back into the policy.” Dave: “Dividend reinvestment is not cash value. Dividend reinvestment is because you have a mutual company, and the policyholders are the owners of the company. And so the profits from the company come to the policyholder, and they use that to buy paid up additions. That is not the same as keeping your cash value. That's buying extra insurance with your overpayment.” Caller: “But it still works out to be having a cash value much greater than the $69,849 we put into it.” Dave: “But the actual cash value, not the paid up additions... the actual cash value dies with you.” Caller: “No, because—” Dave: “Yes it does. I think... oh, OK.” Caller: “But your death benefit is larger than your cash value, so for me, I looked at it—” Dave: “Because you bought more insurance! You know what a paid up addition is? A paid up addition is buying additional insurance. I understand that's why you're getting more at death. Not because you got your cash value, but because you used your policy dividends to buy additional insurance. Right? But that's different than getting your cash value. If you took those policy dividends and went and bought a term insurance policy for 100,000, well, you'd get 100,000. But that's not your cash value.” Caller: “Well, I have a term policy.” Dave: “I know, but you missed my point. You're talking about... you use the policy dividends. You use the money they send to you because you're in a mutual company to buy additional insurance.” Caller: “Yes, paid up additions, yeah.” Dave: “Yeah, if you'd buy a term policy on the side for $100,000 instead, with that same money, you would get $100,000 more than your face value. But that's not your cash value, that's additional insurance. They're different.” Caller: “But right... they are different. In term, you don't have cash value to borrow again.” Dave: “I'm aware of that. But your point was that you don't lose the cash value, and my point is 100% of the time, by definition, you lose the cash value.”

An angry caller confronts Dave Ramsey for calling “Infinite Banking” a scam only to walk directly into a brutal financial reality check. Caller: “I am calling in response to a video I saw recently that you claimed infinite banking concept was a scam and actually got quite pissed off about it. I do not agree with that, and certain points that you made in that video. And I have set up a policy for my son when he was 1 years old, he's 5 now. Has a 500 thousand dollar face value. We pay 5,373 dollars a year for 13 years, and it's paid up at that point. There's a few points that I wanted to discuss that I just didn't agree with. One of the main things was that... so you claim that the cash value dies with you, and you only get the face value paid out.” Dave: “That's true. That is.” Caller: “Well, it's not true if you reinvest the dividends back into the policy.” Dave: “Dividend reinvestment is not cash value. Dividend reinvestment is because you have a mutual company, and the policyholders are the owners of the company. And so the profits from the company come to the policyholder, and they use that to buy paid up additions. That is not the same as keeping your cash value. That's buying extra insurance with your overpayment.” Caller: “But it still works out to be having a cash value much greater than the $69,849 we put into it.” Dave: “But the actual cash value, not the paid up additions... the actual cash value dies with you.” Caller: “No, because—” Dave: “Yes it does. I think... oh, OK.” Caller: “But your death benefit is larger than your cash value, so for me, I looked at it—” Dave: “Because you bought more insurance! You know what a paid up addition is? A paid up addition is buying additional insurance. I understand that's why you're getting more at death. Not because you got your cash value, but because you used your policy dividends to buy additional insurance. Right? But that's different than getting your cash value. If you took those policy dividends and went and bought a term insurance policy for 100,000, well, you'd get 100,000. But that's not your cash value.” Caller: “Well, I have a term policy.” Dave: “I know, but you missed my point. You're talking about... you use the policy dividends. You use the money they send to you because you're in a mutual company to buy additional insurance.” Caller: “Yes, paid up additions, yeah.” Dave: “Yeah, if you'd buy a term policy on the side for $100,000 instead, with that same money, you would get $100,000 more than your face value. But that's not your cash value, that's additional insurance. They're different.” Caller: “But right... they are different. In term, you don't have cash value to borrow again.” Dave: “I'm aware of that. But your point was that you don't lose the cash value, and my point is 100% of the time, by definition, you lose the cash value.”

Mide

65,566 Aufrufe • vor 1 Monat

If you could only learn one thing that will be relevant for the next 10-20 years, focus on learning how to deal with data. The future is not about faster hardware, smarter algorithms, or better ideas. The future is about DATA, and those who know how to deal with it will stay relevant much longer than anyone else. I recorded a video to show you how easy it is to get started. In the video, I'm using Kestra. For a long time, I was a fan of AirFlow. Then, I moved to AWS Step Functions. Today, I only use Kestra. Kestra is open-source (repo link below) and kind enough to sponsor my work. The video will show you how easy it is to do the following: 1. Run Kestra locally (literally, one command) 2. Build a simple flow 3. Run Python scripts as part of your flow 4. Connect to HuggingFace models If you have never built a data pipeline, open Kestra's Quick Start Guide and follow their examples. (I think it will take you one weekend to feel comfortable with the application and build the courage you need to get into more serious work.)

If you could only learn one thing that will be relevant for the next 10-20 years, focus on learning how to deal with data. The future is not about faster hardware, smarter algorithms, or better ideas. The future is about DATA, and those who know how to deal with it will stay relevant much longer than anyone else. I recorded a video to show you how easy it is to get started. In the video, I'm using Kestra. For a long time, I was a fan of AirFlow. Then, I moved to AWS Step Functions. Today, I only use Kestra. Kestra is open-source (repo link below) and kind enough to sponsor my work. The video will show you how easy it is to do the following: 1. Run Kestra locally (literally, one command) 2. Build a simple flow 3. Run Python scripts as part of your flow 4. Connect to HuggingFace models If you have never built a data pipeline, open Kestra's Quick Start Guide and follow their examples. (I think it will take you one weekend to feel comfortable with the application and build the courage you need to get into more serious work.)

Santiago

51,012 Aufrufe • vor 1 Jahr

Caller: “I have $18 million in net worth, but nearly all of it is tied up in a single stock. I’m starting to get nervous about the risk, but I don’t know if I should sell it off or keep holding on.” Dave Ramsey: “You are gambling, not investing.” Dave Ramsey: “When you have that kind of wealth, your goal isn't to get rich… it’s to stay rich.” “Holding $18 million in one stock is a massive, unnecessary risk that could wipe out your entire future in a single market swing.” “You need to diversify that portfolio immediately. Sell the position, pay your taxes, and move that money into a balanced, diversified set of mutual funds where it can grow safely for the long haul.” “Stop letting your ego or your attachment to one company dictate your financial security. You’ve already won the game; don’t throw it all away by refusing to cash out and protect what you’ve built.”

Caller: “I have $18 million in net worth, but nearly all of it is tied up in a single stock. I’m starting to get nervous about the risk, but I don’t know if I should sell it off or keep holding on.” Dave Ramsey: “You are gambling, not investing.” Dave Ramsey: “When you have that kind of wealth, your goal isn't to get rich… it’s to stay rich.” “Holding $18 million in one stock is a massive, unnecessary risk that could wipe out your entire future in a single market swing.” “You need to diversify that portfolio immediately. Sell the position, pay your taxes, and move that money into a balanced, diversified set of mutual funds where it can grow safely for the long haul.” “Stop letting your ego or your attachment to one company dictate your financial security. You’ve already won the game; don’t throw it all away by refusing to cash out and protect what you’ve built.”

HENRY

309,676 Aufrufe • vor 1 Monat