I was running the numbers. I've interviewed between 700 and 1000 people in my life so far. I started interviewing people very early in my career because the company I joined right out of college was hiring aggressively – perhaps too aggressively considering they folded a few months after
Also titled "Stop building things no one wants".
also titled Do Androids Dream of Vectorized Ontologies? A recurring conversation I've had with friends building in the AI space is how to get started using LLMs in enterprise environments. The use cases are extensive, from transcribing and summarizing large amounts of data to drawing conclusions and sparking
Explore the power of AI in transforming business processes. This article delves into the shift from improvisation to diligent experimentation in start-ups and how AI can elevate operations, from automating simple tasks to orchestrating complex processes.
AI is the human-computer interaction model we've been dreaming of since the idea of automation crossed our minds. It will not only replace ubiquitous interaction concepts like the mouse but also render 80% of today's software obsolete. GIGO: Garbage in, garbage out, is dead. That'
Most backlogs never get done, and those that do probably shouldn't have. If something matters, apply intentionality to it and ship it fast. The faster you ship, the sooner you learn and build what your user needs.
I can say one thing for sure: centralization is a symptom of a lack of access to technology. Do you care about crypto? Make it decentralized AND easy to use.
The true value of a company is on the human side: the people that work in it and the glue that holds them together: their culture. A sensawunda as the genetic makeup of a company will always attract and retain talent that is curious, that innovates, and that challenges established patterns.
We get emotionally attached to our ideas because they're a projection of our value – or so we may think. When someone questions those ideas, especially in a professional setting, it can trigger irrational responses that vary depending on your position of authority and leverage. As a company founder,
Most software projects fail because they're too large and teams can't communicate effectively. I wish there were a more complex explanation, one full of crazy metaphors, but there isn't. Large projects are hard to manage because complexity doesn't grow linearly, but exponentially.