streblo

Intel missed GPUs, missed ARM, missed ASICs, missed everything right under their nose for the last 15 years. This from Andy Grove's "Only the Paranoid Survive" company, a company that in it's own past pivoted from commoditized RAM production to become the one that won the CPU race, a company perfectly positioned to win the next big cycle as the dominant leader in the industry.

This is what happens when the MBAs and the bean counters take over. They cut the fat, then they slice right through the muscle and bone.

You're not wrong, this is the nth iteration of python tools that try to solve all the problems of what came before, including whatever the n-1th iteration introduced.

That said, in my personal experience with uv, it solves nearly all of the problems I've come across that were created by other python package management tools. It seems to have been very thoughtfully designed and I think there's a strong chance it'll become the standard, and that there won't need to be more standards after this. We'll see!

uv for Python is a game changer, better than anything else out there and solves a lot of the core problems with pip/venv/poetry/pyenv (the list goes on).

> - Execs truly believe that culture and productivity are better in office (i.e., what they actually say in their announcements)

I think this is the reason, but its more nuanced than this. Management finds in-office employees easier to manage. They are more likely to attend meetings, participate in team communication, give status updates, etc. There's much less of a question around "is this person doing the work" if you can see them doing something that looks like work in the office. If you are blocked or are blocking someone, it's a tap on the shoulder instead of sending a message into the ether.

Management of remote employees is a huge information gathering exercise - very little of the above information is proactively surfaced to you, and instead you have to go looking for it. Frankly, it's just a lot more work for managers.

I realize the above may not be fair to employees, or that the perceptions of managers accurately resemble the truth - just stating what I think is going on.

The government also supports bombing the living fuck out of people on the other side of the world. Similarly, someone throwing 100m in the market does not unless they are taxed to do so.

Am I correct in understanding how firms like Jane Street work? They are a market maker - they run an exchange where buyers and sellers can transact. They can arbitrage these trades by connecting buyers and sellers where there is a price discrepancy. Something like that?

Citation needed. The paper specifically says:

> Dietary risk factors (diet high in red meat, low in fruits, high in sodium and low in milk, etc), alcohol consumption and tobacco use are the main risk factors underlying early-onset cancers.

I moved to NYC from SF about 4 years ago. I’ve faced a lot of culture shock and I’m not sure I’d recommend it. I don’t think NYC has what it takes to become an innovation hub, the way SF/San Jose/Seattle are. There’s a pervasive small-c conservatism here, an attachment to tradition in so many ways, that makes it tough for interesting, out of the box, uncomfortable ideas to take root. There are tons of lifestyle pros to living here (entertainment, food, people, transportation), but if you’re deeply interested in technology, innovation, pushing boundaries, etc, then you might not find what you’re looking for here.

1. Set an aggressive (but achievable) revenue goal for your first year. If you're having trouble figuring out what that might be, I suggest 500k ARR, because that will put you on a path to raising a series A. You should be able to hit this goal with fewer than 5 people in your first year. You should take a very hard look at your business and what's going wrong if you don't hit that goal.

2. Don't raise too much money for your seed. Plain and simple, you just do not need much money to build and validate your business plan. Whatever your number is, consider whether you'd really be much worse off if you raised half as much.

3. Start by providing professional services before you have a product. This will help you generate some early revenue, it will validate that someone is willing to pay for your services, it'll help you understand the requirements for your product before it's built, and most importantly, it'll help you build early relationships with crucial clients. Streamline these professional services by automating them with your early product. Over time, replace the professional services entirely with your product.

The role of a CTO at a startup (at any size company, but at a startup especially) can be very amorphous and depends on the needs of the business. Sure, a lot of the time the CTO is involved in the technical day-to-day ongoings of the business, but that doesn't need to be the case. If your business is struggling to find product-market fit, or close customers, or figure out product strategy, then your CTO might be preoccupied with those things instead of with technical tasks/management.

I'm hugely disappointed with OpenTelemetry. In my experience, its an over-engineered mess and the out-of-the-box experience is super user hostile. What it purports to be is so far away from what it actually is. Otel markets itself as a universal tracing/metrics/logs format and set of plug and play libraries that has adapters for everything you need. It's actually a bunch of half/poorly implemented libraries with a ton of leaky internals, bad adapters, and actually not a lot of functionality.