Nathan Labenz: uncertainty

Transcript context

…nt at the company. It is this AI employee that does everything there is to know by the company Lindy teammate. Right? It's got access to our repository. It's got access to it's got it on the computer. So we're like, Lindy, can you please, like like, mess with our CI? And it's like, yeah. Let me look at, like, the runners using the GCP CLI. Let me look at, like, the GitHub, like, action and all of that stuff. So it's doing, like, a lot of analysis. It's getting back to us, and now it's literally it's basically like an auto tune, like, an auto optimization thing. Well, like, Lindy is just, like, sending us a graph, like, every day, by the way, using ImageGen to generate. So the graph is, like, really pretty. And it's like, hey. You know, guys, like, look. Like, CI cost is going down. Time time to merge is going down, which is a good thing. And I was like, I can't believe it took us two weeks of just, like, messing with CI ourselves instead of just saying this to Lindy. You know? So I think this is what it's looking like right now. It's like engineers are are, like, less and less working on the thing. They are more and more working on the thing that is working on the thing. And more and more, what we do is, like, we we're setting up this machine, which is the company, which which just increasingly operates itself and and increasingly will more and more like you know, I like to think of it as, like, first, you become a manager of ACs, then you become, like, a director of managerials because at some point, like, the managers are gonna become gonna become AIs as well. I'm hopeful that at some point, we become board members. We can just go to a beach in Hawaii, and we and we we don't have much to do except, like, review the strategy of the company. So we'll have, like, reports of of the agents telling us this is what's going on. This is the landscape. You know? This is all the results we're having, and we'll be able to have much deeper conversations about the nature of the company we're building and the the the spot we occupy is the market. I that's a dream as far as I'm concerned, and that's that's not very far away at all. To answer your question, have we have there been positions we've not hired? Like, yes. Absolutely. You know, we we the team is actually I think headcount has been flat now for a while, and we've again, like I said, we've actually tripled our productivity over a couple of months. I find there is a bold deluxe zone because humans are still in the loop. Humans are still needed. But, obviously, the more humans you add, the more coordination costs you you introduce inside inside the company. And so I I find that actually right now, teams, relatively speaking, are at an advantage versus bigger teams in in a lot of ways. Do you I'm sure you do. I don't know if you wanna share it, but do you have a ratio of not I don't mean all inference spend, like, including your customers' use cases, but, like, your own internal inference versus your payroll. How is that ratio spreading? Yeah. So if you look at all the inference spend, including all customers, it's it's many times payroll. It's and it's been for a very long time, but one exception because that's what we sell. You know? Now if you look at payroll versus internal inference spend, it's in shooting range. So payroll is still greater, but the the lines are gonna cross three to six months from now.…

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