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This is what the Internet was made for.
Main Results (50)
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Bro this might be the greatest thing I have ever seen in my life
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@Dexerto Important context, the director is Quentin Dupieux, otherwise known as Mr Oizo (@oizo3000), the musical genius behind Flat Beat and other iconic techno hits. He also directed the killer tyre movie Rubber 🔥
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If you haven’t adopted this new way of building companies, you will get outcompeted.
In twelve weeks
- four of ten teams broke $2M ARR
- fifth team hit $1.7M
- top team went from 1 to 10M
Launching applications today. Ten teams. Only one HF0.
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Updated friendlier-words to have 700,295 base permutations 💪🐤
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People liked hearing the non-technical side of enterprise/B2B sales from a technical person so let's continue: another significant non-technical driver of sales is understanding that your buyer doesn't want to get fired, and ensuring buying your product is a safe choice.
Engineers hear this and think "the product needs to work well." This isn't the message. I mean, yes, the product needs to work well enough but that's not what I'm talking about here.
What I'm talking about is that the mainstream buyer (where 95% of the market value is) is incredibly risk averse and probably not for the reasons you expect.
People expect they're risk averse because these might be big important businesses that don't want to break. That's certainly a factor, but the reality is generally a lot more inward: the individual human buyer (or small group of buyers) is personally risk averse. They don't want to fuck up their own prospects.
Most working people are punching the clock. They're working a 9-5 to get paid and enjoy their non-work life. Work is just a means to that end. They want to get promoted, they don't want to make mistakes, and they most certainly do not want to get fired.
These types of people generally are not going to take a bet on new or uncertain solutions, technical merits notwithstanding. You know the old adage "you don't get fired for IBM?" This is where that rubber meets the road.
To sell to these people (again, the vast vast majority of the market), you need to become a safe bet. And again, that's not through technical capability alone. So how do you do it?
- Analyst relationships (showing up in things like Gartner reports make me throw up as an engineer but they're irrationally effective)
- Trade shows (not dev conferences, sorry, but the ones where I'd be wearing slacks probably)
- Whitepapers in an expected format/layout (again, puke, but they work)
- Fitting into a standard category (don't make a category, become the solution for an existing category)
- High touch sales and support -- the kind of obvious side so I won't get into details here.
There's a graveyard of excellent software startups that failed to make an impact because they got blinded by pursuing technical excellence at the cost of realizing businesses only care to a point.
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打倒アケアカ版アルカノイドの為に、ハドフで¥330で購入した光学式マウスをパドルコントローラーに改造したッ！！ダイヤル部分は、あの投稿を参考に爪楊枝とボトルキャップで作った！試しにやってみたら、操作性がかなり向上して、プレイがだいぶ安定したぞ！こりゃすげぇ(°▽°)！！
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The first question to ask in any product context:
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Reminds me of an old post I wrote- if You’re Competing on Features You’ve Already Lost https://t.co/FoBXu5nIyJ
https://bryce.vc/post/6868200000/if-youre-competing-on-features-youve-already/amp
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if you haven’t tried it yet the fried chicken sandwich at RT Rotisserie on Oak in Hayes Valley is insane (SF)
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Current reading rotation is one of the best I’ve had all year. 👌 can’t stop sending quotes from these 4.
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Jensen Huang explains how he designed NVIDIA from first principles
“With respect to building a company, the first thing you have to do—as with all problems—is start from first principles. What is this machine that we’re trying to create? What is its input? What is its output? What are the conditions that it’s in? What is the industry like? Is it a fast moving industry? Is it a bureaucratic industry? Is it a highly regulated industry? And what are you trying to build?”
Thinking about it from this perspective, there were several things Jensen wanted to do with the company:
“I wanted to create a company that naturally attracts amazing people, and the reason for that is our company’s mission is to solve computing problems that are barely possible.”
He also wanted a company that was “as small as possible” and “empowered people.”
“If you want an organization that obeys command and control, then you make it a pyramid just like the military—all the way back to the Roman Empire. But If you want to empower people, you want to make it as flat as possible so that information travels quickly.”
He continues:
“We also don’t have business units. We don’t have divisions. Everybody works as one, and the company is shaped in a way that allows us to build accelerated computing best.”
Video source: @sanalabs (2023)
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just had the most based app onboarding ever thx @_poolday_, love the taste.
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The situation is under control
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@GigaBasedDad This dude is AWESOME. His channel on YouTube is at https://t.co/aXiME3oYoJ He plays many instruments—not just chickens.
https://www.youtube.com/@Lord_Vinheteiro
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AI’s billion dollar question
From my interview with Ishan Anand. We discuss transformers, state space models, spotting legit vs. "bubble" ai companies, handling misbehaving models, & more! 👇
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Can you accurately transcribe fast speech?
Tested @elevenlabs' new Speech-to-Text model (Scribe) with Eminem's "Rap God" (4.28 words/sec!) & it nailed it. Great quality and supports 99+ languages.
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Basecamp founder Jason Fried: Customers don’t care about your features and technology
Jason recounts how when he was selling shoes growing up in Illinois, representatives of the major shoe brands would arm salespeople with facts about all of the fancy new technology (e.g. the difference between the Nike Air versus the Zoom Air, the Goodyear rubber outsole and the midsole, etc.).
However, when Jason told customers about these technologies, they didn’t care.
When you actually watched customers buy shoes, they really only cared about a few key things: What does it look like? Is it comfortable? Can I afford it?
Jason saw the same thing selling tennis rackets.
He’d tell customers about all the latest technology and the difference between graphite versus fiberglass or natural gut string versus synthetic. Nobody cared. They’d look at a tennis racket and ask him if it came in other colors.
Jason has observed the same pattern across website and software:
“Companies are obsessed with features and the technologies because that’s what they do all day. But they don’t actually watch people buy stuff. When you watch people buy stuff, they just want the simple stuff. They want the stuff that solves their problems and just works. They like the way it looks. They like the way it feels. It’s comfortable. It’s affordable. That’s what people want…. Yet companies keep talking about the specs, the technology, and the features.”
Jason advises founders to really listen to what your customers are saying and watch how they buy your product:
“You’ll find out that they just need a few things done really, really well. And that is really, I think, the secret to all this stuff. It’s figuring out the basics. Nailing the basics.”
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This is a really well crafted answer
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Anthropic with Software engineers:
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We release the largest publicly available language model: CTRL has 1.6B parameters and can be guided by control codes for style, content, and task-specific behavior. Incredible generations!
Paper https://t.co/0Wr2XiOl2V
Github https://t.co/PA8GxqtS9V
Blog https://t.co/Q2xQFtKQQE
https://einstein.ai/presentations/ctrl.pdf
https://github.com/salesforce/ctrl
https://blog.einstein.ai/introducing-a-conditional-transformer-language-model-for-controllable-generation/
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this is by far the most unhinged thing a b2b saas company has sent me. 🔊
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Have a good day
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Happy marriage explained.
You WIN by accepting you DO NOT WIN...ever 🤣
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Peter Thiel tells the founding story of PayPal
“When you start one of these companies, it’s typically not the case that you get the whole idea fully formed instantaneously,” Thiel begins. “There was this incredible internet boom going on in Silicon Valley in the late 1990s. It felt like there was this open frontier or gold rush, and one of the natural things to look at was finance.”
At the time, Thiel was very interested in the idea of creating new forms of money.
“There’s always something super mysterious, powerful, and important about money,” He explains. “And we had this general idea to do something with security, money, and payments very early on in the founding of the company. Then you iterate a lot on how to get the idea out.”
Thiel continues:
“The critical question for any consumer internet product is not what the idea is, but ‘how do you get distribution?’ There had been a lot of internet payments companies that had already started and failed by 1998… They would’ve worked if everybody used them, but you could never get the first person to start. So the challenge was how to make it go viral and how to get something to work where it’s good for the first person, the 10th person, and the 100th person. Once you have millions of people, you have a network and network effects. That was sort of the chicken and egg problem we wanted to solve.”
Eventually the team stumbled on the idea of linking money with email:
“There were already 300 million people in 1999 that had email accounts. So if you could send money to an email address… you didn’t need both counterparts to a transaction to be part of the PayPal network. Only the sender could be part of it, and then the recipient would sign up as they took money out. We started with the 24 people in our office, and they sent money to friends and other people. Then we gave these referral bonuses of $10 if you got someone to sign up, and it just grew exponentially. It grew about 7-10% compounding daily… We had 1,000 people in mid-November of 1999. By the end of December it was 12,000. By February 3, 2000, it was 100,000. By mid-April 2000, it was up to a million.”
The other critical component of PayPal’s success was starting with customers who had an intense need and minimal downside risk:
“One of the natural places that it started was on the eBay auction site where you had small dollar transactions of maybe $40 as the typical amount. If you send a check across the country, that’s a 10 day delay. It’s slow, and most people aren’t set up to process credit cards.”
Thiel reflects on what it felt like to go from 1,000 users to 1 million in just a few months:
“[It felt like] you were at the forefront of some sort of revolutionary thing. It’s incredibly exciting and incredibly scary. It was like ‘we’re going to take over the world’ or ‘we’re all going to die’ and you move between those two several times a day.”
Fraud was a major challenge the company had to solve — especially because making a product hard to defraud is usually at odds with making it easy to use. Thiel had an interesting perspective of operating in strange regulatory zone with this new form of moving money:
“I often thought of it at the time that we were in a race between technology and politics. The politicians didn’t like us, but if we got the PayPal network to be big enough, it would sort of overwhelm the regulators and they’d have to accept it as a fait accompli… One of the execs at PayPal said we needed to hire a whole bunch of lawyers to tell us what we can or can’t do, and we said no we’re not going to hire them. They’ll just tell us what we can’t do. We have to just go ahead and not hire the lawyers and just do it.”
Video source: @RubinReport (2018)
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@DynamicWebPaige @ProjectJupyter @msexcel
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People are using ChatGPT to turn their pets into humans - and the results are very entertaining
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This video never gets old
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Quarantine day 6.