With black, I found Nd4, but failed to find the follow up a couple of moves later when the white king retreats to f1. Do you see it?

Several inaccuracies in the opening, but white plays Bf3 and is ahead / almost winning here, despite being down an exchange. Four knights Sicilian with e6 is one of the most exciting openings for both sides, imo.

Token launchpads are a great business Tech complexity is near zero, just a distribution game Coinbase trying to kingmake theirs now Pump succeeded bc they won the "industrial deployer" game - anytime anyone says anything, a scammer deploys a coin for it

Wishful thinking perhaps, but this is what YouTube finds for me over the past year. Geography, travel bloggers, ant colonies, chess, etc. Still brain rot perhaps but I learn things and way better than the TED Talk / Masterclass phase that dominated before personalization.

The bigger story is Mercedes Benz choosing to partner with Microsoft (Teams) instead of integrating the Apple Carplay. I like Apple Carplay as is, but if the Apple AI was better, the car companies would have even more reason to integrate it, and harder not to.

Open source LLMs continue to make inroads among developers. Why not when these are so good, so efficient, and the change is just a model definition away. Expect more of this in a world where you can upgrade your "exo brain" whenever you like. And build with that in mind.

Wasn’t sure if this was AI parody. But no it’s real. I’d consider Zohran Mamdani a lock at this point 👌

I’ve worked for a few companies now from start-up through IPO and beyond. Here’s five lessons I’ve carried with me as an investor. None of them show up in a spreadsheet. 1. Culture is a company’s second product: Companies have two products - The one they sell to their customers and the one they sell to their employees. I have worked at companies who are deliberate about culture, and companies that aren’t - Companies that are as intentional about their culture as they are about their products are very appealing to be as an investor. This doesn’t mean they build playgrounds for their employees. Amazon, for example, is very deliberate about their culture. It’s not for everyone, but it works. Danaher is another famous example 2. No company has the “right” to a second act: Building a successful single-product business is difficult. Becoming a multi-product business is staggeringly complex. You need to keep the core business scaling in order to fund the second act. Your customers don’t owe you success in your new area. Cultural tension runs high between employees in the new, hot venture and the “old” company. Also, it’s so damn hard the second act needs to be bigger than the first act to really be worth it. 3. Execution beats strategy: Anyone can craft an elegant strategy. A track record of successful execution is what matters. Everyone who becomes CEO of a company can talk a big game. They can all tell a compelling story on why they will win. Give me dogged execution over beautifully-designed strategy every time. 4. I like the “odds” on Founders-led businesses: At some point your company is going to hit a crisis. You will have to “bet the business” to come out on the other side. This takes conviction, both from management and from employees. I’ve seen founders do it and I’ve seen professional managers do it. Again, give me the founder every time. 5. Avoid companies suffering from indigestion: David Packard once famously said “More businesses die from indigestion than starvation.” A company can only do 2-3 things really well at one time. Avoid companies trying to do too many things. They will fail

advertising is a far more “aligned”business model than many others. it has been vilified for years for no good reason user-minutes-maxxing addiction slop would exist with or without it. Netflix ceo (with subscription pricing only) on record saying “we’re competing with sleep”

Update #5- still got a long way to go physically.