Alessio Fanelli: belief

Transcript context

…o when we did our second round, which was an angel round, we had everybody invest through a long-term SPV, which we set up where everybody had to agree to vote in line with long-term value principles. So like never enough just to say to people, okay, we're trying to create long-term value here for society as well as for ourselves and everybody's like, oh, yeah, yeah, I totally agree with that. But when it comes to like, okay, well, here's a specific decision we have to make, which will not maximize short-term value, people suddenly change their mind. So you know, it has to be written into the legal documents of everybody so that no question that that's the way the company has to be managed. So then you mentioned the PBC aspect, Public Benefit Corporation, which I never quite understood previously. And turns out it's incredibly simple, like it took, you know, like one paragraph added to our corporate documents to become a PBC. It was cheap, it was easy, but it's got this huge benefit, which is if you're not a public benefit corporation, then somebody can come along and offer to buy you with a stated description of like turning your company into the thing you most hate, right? And if they offer you more than the market value of your company and you don't accept it, then you are not necessarily meeting the kind of your fiduciary responsibilities. So the way like Eric always described it to me is like, if Philip Morris came along and said that you've got great technology for marketing cigarettes to children, so we're going to pivot your company to do that entirely, and we're going to pay you 50% more than the market value, you're going to have to say yes. If you have a PBC, then you are more than welcome to say no, if that offer is not in line with your stated public benefit. So our stated public benefit is to maximize the benefit to society through using AI. So given that more children smoking doesn't do that, then we can say like, no, we're not selling to you. I was looking back at some of our emails. You sent me an email on November 13th about talking and then on the 14th, I sent you an email working together to free AI was the subject line. And then that was kind of the start of the C round. And then two days later, someone got fired. So you know, you were having these thoughts even before we had like a public example of like why some of the current structures didn't work. So yeah, you were very ahead of the curve, so to speak. You know, people can read your awesome introduction blog and answer and the idea of having a R&D lab versus our lab and then a D lab somewhere else. I think to me, the most interesting thing has been hiring and some of the awesome people that you've been bringing on that maybe don't fit the central casting of Silicon Valley, so to speak. Like sometimes I got it like playing baseball cards, you know, people are like, oh, what teams was this person on, where did they work versus focusing on ability. So I would love for you to give a shout out to some of the awesome folks that you have on the team. So, you know, there's like a graphic going around describing like the people at XAI, you know, Elon Musk thing. And like they are all connected to like multiple of Stanford, Meta, DeepMind, OpenAI, Berkeley, Oxford. Look, these are all great institutions and they have good people. And I'm definitely not at all against that, but damn, there's so many other people. And one of the things I found really interesting is almost any time I see something which I think like this is really high quality work and it's something I don't think would have been built if that person hadn't built the thing right now, I nearly always reach out to them and ask to chat. And I tend to dig in to find out like, okay, you know, why did you do that thing? Everybody else has done this other thing, your thing's much better, but it's not what other people are working on. And like 80% of the time, I find out the person has a really unusual background. So like often they'll have like, either they like came from poverty and didn't get an opportunity to go to a good school or had dyslexia and, you know, got kicked out of school in year 11, or they had a health issue that meant they couldn't go to university or something happened in their past and they ended up out of the mainstream. And then they kind of succeeded anyway. Those are the people that throughout my career, I've tended to kind of accidentally hire more of, but it's not exactly accidentally. It's like when I see somebody who's done, two people who have done extremely well, one of them did extremely well in exactly the normal way from the background entirely pointing in that direction and they achieved all the hurdles to get there. And like, okay, that's quite impressive, you know, but another person who did just as well, despite lots of constraints and doing things in really unusual ways and came up with different approaches. That's normally the person I'm likely to find useful to work with because they're often like risk-takers, they're often creative, they're often extremely tenacious, they're often very open-minded. So that's the kind of folks I tend to find myself hiring. So now at Answer.ai, it's a group of people that are strong enough that nearly every one of them has independently come to me in the past few weeks and told me that they have imposter syndrome and they're not convinced that they're good enough to be here. And I kind of heard it at the point where I was like, okay, I don't think it's possible that all of you are so far behind your peers that you shouldn't get to be here. But I think part of the problem is as an R&D lab, the great developers look at the great researchers and they're like, wow, these big-brained, crazy research people with all their math and shit, they're too cool for me, oh my God. And then the researchers look at the developers and they're like, oh, they're killing it, making all this stuff with all these people using it and talking on Twitter about how great it is.…

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