c4wrd

I think it's a balance. In some cases, the act of giving means much more to the giver than to the receiver, especially when they want to be a part of something larger than themselves.

Perhaps you are miserable because you are reinforcing your brain to only look for the flaws in others?

> Why do you look at the speck of sawdust in your brother’s eye and pay no attention to the plank in your own eye?

I think the author’s point is that by exposing oneself to feedback, you are on the receiving end of the growth in the case of error. If you hand off all of your tasks to ChatGPT to solve, your brain will not grow and you will not learn.

I’m in this position now. The longer I’ve been in it, I’ve come to realize can be summarized as:

You experience some the benefits of being a manager but bear all the responsibilities of managing others. It becomes challenging to make sound judgments when you must consider two different perspectives of a problem. Essentially, you’re taking on the duties of two jobs. I’ve found it incredibly difficult to step back and allow the team to make decisions without my input. My technical bias compels me to intervene when I perceive a decision as clearly incorrect. However, this approach hinders growth and may be perceived as micromanagement. While it’s a challenging position, it’s an excellent opportunity to explore management and determine if it’s a long-term career path you’re interested in.

Obsidian's plug-in ecosystem is fantastic. I've used Obsidian for three years as a replacement for Notion, and I have never used the Graph mode. My Obsidian plugins enable automatic task synchronization with TickTick (where I manage my tasks) and allow me to set up features like templates. I strongly recommend giving it a spin.

The only downside for me is the inability to use it from a web browser. This isn't a major issue for my workflows.

You're missing the bigger picture. It isn't free to put content on the Internet. At a bare minimum, you have infrastructure and bandwidth costs. In many cases, a goal someone may have is that if they publish content on the internet, they will attract people to return for more of the content they produce. Google acted as a broker, helping facilitate interactions between producers and consumers. Consumers would supply a query they want an answer to, and a producer would provide an answer or facilitate a space for the answers to be found (in the recent era, replace answer with product or store-front).

There was a mostly healthy interaction between the producers and consumers (I won't die on this hill; I understand the challenges of SEO optimization and an advertisement-laden internet). With AI, Google is taking on the roles of both broker and provider. It aims to collect everyone's data and use it as its own authoritative answer without any attribution to the source (or traffic back to the original source at all!).

In this new model, I am not incentivized to produce content on the internet, I am incentivized to simply sell my data to Google (or other centralized AI company) and that's it.

A clearer picture to help you understand what's going on: the internet of the past few decades was a bazaar marketplace. Every corner featured different shops with distinct artistic styles, showcasing a great deal of diversity. It was teeming with life. If you managed your storefront well, people would come back and you could grow. In this new era, we are moving to a centralized, top-down enterprise. Diversity of content and so many other important attributes (ethos, innovation, aestheticism) go out of the window.

> When attached to an EBS–optimized instance, General Purpose SSD (gp2 and gp3) volumes are designed to deliver at least 90 percent of their provisioned IOPS performance 99 percent of the time in a given year. This means a volume is expected to experience under 90% of its provisioned performance 1% of the time. That’s 14 minutes of every day or 86 hours out of the year of potential impact. This rate of degradation far exceeds that of a single disk drive or SSD. > This is not a secret, it's from the documentation. AWS doesn’t describe how failure is distributed for gp3 volumes, but in our experience it tends to last 1-10 minutes at a time. This is likely the time needed for a failover in a network or compute component. Let's assume the following: Each degradation event is random, meaning the level of reduced performance is somewhere between 1% and 89% of provisioned, and your application is designed to withstand losing 50% of its expected throughput before erroring. If each individual failure event lasts 10 minutes, every volume would experience about 43 events per month, with at least 21 of them causing downtime!

These are some seriously heavy-handed assumptions being made, completely disregarding the data they collect. First, the author assumes that these failure events are distributed randomly and expected to happen on a daily basis, ignoring Amazon's failure rate statement throughout a year ("99% of the time annually"). Second, they argue that in practice, they see failures lasting between 1 and 10 minutes. However, they assert that we should assume each failure will last 10 minutes, completely ignoring the severity range they introduced.

Imagine your favorite pizza company claiming to deliver on time "99% of the time throughout a year." The author's logic is like saying, "The delivery driver knocks precisely 14 minutes late every day -- and each delay is 10 minutes exactly, no exceptions!". It completely ignores reality: sometimes your pizza is delivered a minute late, sometimes 10 minutes late, sometimes exactly on time for four months.

As a company with useful real-world data, I expect them not to make arguments based on exaggerations but rather show cold, hard data to back up their claims. For transparency, my organization has seen 51 degraded EBS volume events in the past 3 years across ~10,000 EBS volumes. Of those events, 41 had a duration of less than one minute, nine had a duration of two minutes, and one had a duration of three minutes.

Imagine you're studying for a test where you are given an image and need to answer the correct class. To prepare, you're given a deck of flashcards with an image on the front and the class on the back.

(Random) You shuffle the deck every time you go through it. You're forced to learn the images and their classifications without relying on any specific sequence, as the data has no signal from sequence order.

(Fixed order) Every time you go through the deck, the images appear in the exact same order. Over time you may start to unconsciously memorize the sequence of flashcards, rather than the actual classification of each image.

When it comes to actually training a model, if the batches are sampled sequentially from a dataset, it risks learning from correlations caused by the sequencing of the data, resulting in poor generalization. In contrast, when you sample the batches randomly, the model is biased and encouraged to learn features from the data itself rather than from any signals that arise from artifacts of the ordering.

> “We once again need to raise more capital than we’d imagined. Investors want to back us but, at this scale of capital, need conventional equity and less structural bespokeness.”

Translation: They’re ditching the complex “capped-profit” approach so they can raise billions more and still talk about “benefiting humanity.” The nonprofit side remains as PR cover, but the real play is becoming a for-profit PBC that investors recognize. Essentially: “We started out philanthropic, but to fund monstrous GPU clusters and beat rivals, we need standard venture cash. Don’t worry, we’ll keep trumpeting our do-gooder angle so nobody panics about our profit motives.”

Literally a wolf in sheep’s clothing. Sam, you can’t serve two masters.

The point you are missing is that many of us do not have big tech careers. I am very fortunate to have a big tech career, but before I was hit by a stroke of luck, I was doing gig work paycheck to paycheck barely making ends meet. When you can’t see more than two weeks ahead in time, which you cannot do living paycheck to paycheck, you don’t think about the long term consequences because you are not capable of it. The incentive structure is too strong to sell zero days to any external party for those who have nothing to do all day but try to find exploits.

You have a fair point in that a native experience will more than likely keep privacy in mind and have more resources to produce a potentially better experience. The concern is that these are unethical practices. Now, they don’t own a monopoly over the smartphone market, but they do have a monopoly on the actual app purchase market, so the monopoly question is debatable. Apple has both created the game (marketplace), owns the game and has private information on how the game is being played. They are then using that information to increase the value of their offering. They have a statistically unfair advantage against any offering on their marketplace and can use that to build up their own product. I’m not a lawyer and I can’t speak to the legality, although this is something that would be classified as at least suspicious, although it’d be hard to build a case on, if at all possible.

Ethically, their practice of appearing to target successful offerings and undermining them is debatable. There’s no right answer here, it’s a matter of opinion. But this repeated behavior would signal to anyone looking to build a commercial success on their marketplace: don’t be too successful. You have to remember that you have a multi-trillion dollar international corporation suppressing the success of small (internationally <$1B business is considered small) businesses, who have employees that believe in their mission. And you can see I keep referring to “their marketplace” that they legitimately own, and I understand they may not be doing anything “illegal” as defined by current law, but when you look at a multi-decade view of this practice, I think we’re going to start to see new laws being drafted and regulations put on place. I’m not sure how you even begin to fight a “virtual monopoly” which has little physical monopoly dominance.

I will caveat that I do thoroughly enjoy Apple products and the seamless Apple native applications and integrations with each other. I do appreciate their craftsmanship and attention to detail. It just leaves a bad taste in my mouth when we see a similar headline every year each of the last few years, where a closed environment controlled by one entity is swallowing more and more of the world’s resources and preventing others from growing.

I have taken a thorough look at the source and I very much enjoyed it.

The project highlights the utility of Bazel more than I have seen before. How long did it take you (and others) to become as fluent as you are in Bazel and working with it?

Additionally, you (Will) seem to have a very intuitive grasp of build processes in general, notably many of the scripts are fun to dive into and have a very clean design. How did you familiarize yourself so well with those sorts of concepts? Do you have any recommended readings or side-projects you’d recommend tackling to get experience with?

Disregarding all of the negative sentiment and claims of this repeating old work, I must say the source code is very fun to go through. The code is well-structured, integrates many awesome technologies and provides a foundation to build on. The project is the clearly the result of a high caliber level of craftsmanship and labor of love, great work Will Chen (wwwillchen) and others!