BUILD FAST

“I think they should try to find a customer first, a paying customer on any idea. Just steal an idea, honestly, like a burger restaurant. People try to think of a new idea. New ideas are more likely to fail than anything because it's new. I want an idea with precedent, right? I want a roadmap of someone that's gone before me and done that, and then I just want to copy that.”

“The worst situation we can be in is when our job is just good enough to cover our bills. If they were to get a 50 percent cut, then that could be the best thing that ever happened to them. Or if they were to be fired, that could be the best thing that ever happened to them. But like you said, to be in that just enough paycheck to paycheck, that's the worst because it's just enough for us to get by and for us to not be hungry enough.”

“Just do things. I think there's a lot of value in, like, first principles thinking. And if if you, like, if you know what you're optimizing for and you have, like, strong first principles, then you can normally deduce what the right, like, course of action is and be able to clearly articulate that to all the stakeholders. And then you should just, like, do it. Like, I think jobs are fake. If you understand the constraints, you can figure out what you can do and then just, like, try to do it quickly, learn from the mistakes, and apologize or fix them if you did something wrong.”

“We have a project called Onplug. They built their MVP without Enso. I believe it was seven months. Then we approached the team and said, hey, you're building really cool stuff. Like you're building Zapier, drag and drop automation and crypto, and it's never been done before. Why don't you just use us and get access to all of Onchain through one tool? They were able to rebuild all their integration suites in a day and a half. They reduced the development timeline from seven months to a day and a half.”

“I think your question earlier on, like, you know, I think you were asking in the context of way more robotics, like, companies. I do think companies which are that's one advantage startups are gonna have. More AI native teams. And and, you know, you can probably get at it through your interview processes, etcetera. Whereas for us, we would have, like, retraining, transformation etcetera. And I think that that's maybe an advantage, like, the younger companies are gonna have.”

“The trick here, why Slack, is because Slack is how things go viral within your company. If you have pulled out the magic into some separate tool that others can't see, it doesn't happen. And so by getting things into Slack, people just like, holy shit. This is possible. Let's go.”

“I mean, something sort of emerging that's very interesting in a bunch of YC startups like Avoka, for instance, they're doing customer support software, kind of like Service Titan, but for HVAC. And I think Service Titan has something like 1% wallet share, 1% of the gross transaction value of a given HVAC company, which is very small, right? But the wild thing that Avoka discovered is that they can come in as software, but then over time, they're actually getting a bigger and bigger chunk of the wallet share because they can get the HVAC people to pay them actually for the customer support piece, which is not 1% of their spend, but 4% to 10% of their spend.”

“I'm coming here as we just shipped Gemma four. And, it's a really good open source model. The frontier to Gemma four is both huge and not so huge in terms of time. Like, of, Gemma four is based on Gemini three architecture. You know, it's a very weird thing. Right? You're talking about a set of ways which can fit on a USB stick.”

“I was on a call with with, like, a a user of our product. Right? And they're like, hey. It'd be cool if you, like, changed x, y, and z. And what literally, while I was on the call, I just put up a PR and pushed it. And they're like, before the call ended, it was thirty minutes. I was like, just, you know, reload the app. It's fixed.”

“You don't even need to go that far. You could just post your idea to Facebook marketplace. It doesn't need to be a product idea. It could be a service idea. Post it to Facebook marketplace, post another variation of it with a different price point or a different title and just see how many impressions each one gets.”

“So we immediately looked into this when we saw it. We realized that this was the result of human error. There is, a human working with Cloud to write a PR. This was just an update to how we release our packages. And it actually went through two layers of human review. And so the this was a result of human error, and we've hardened our processes to make sure that it doesn't happen in the future.”

“It comes down to high gross margin. It's very, very hard to overcome a business that does not have high gross profit margin. And then leadership, like you can't, you put a good leader in a crappy business and you've got a good business. You can't sacrifice that.”

“I would also push listeners towards focusing on bringing your automations from, okay, this is a cool concept to, like, hey, this actually works a 100% of the time. Like, sometimes I see users trying to automate something, getting it to, like, 95% accuracy, and then giving up on it. And this if an automation doesn't work a 100% of the time, it's not really an automation. And that last five to 10% does take more time.”

“I think now with AI and with how much that has accelerated engineering and with how quickly the model capabilities are improving, the timelines for a lot of our product features have gone down from six months to one month and sometimes to one week or even one day. And with that, we actually need to make sure that products ship quite quickly. And what that means is as a PM, there should be less emphasis on making sure that you're aligning your, like, multi quarter roadmaps with your partner teams and more emphasis on, okay, how can we figure out the fastest way to get something out the door?”

“Transformers was done in the context of a lot of, like, like, TPUs, transformers were all done to solve a specific product need to some extent. Right? Like, the team's thinking about how to make translation better. In the case of TPUs, how do you, pay speech rec works? We suddenly have to serve it to 2,000,000,000 people. We don't have enough chips for it.”

“I had SugarPuva for over ten years while I was playing, and got it profitable after several years. It was an MBA on the job, ultimately. I mean, I going into it, I didn't know what a p and l was. I didn't know, you know, what a a strategic marketing plan was. Do you sell at a savings store, or do you sell premium? Are you scaling a product that costs $5? How are you doing it by maintaining its quality, that was incredibly valuable and something that I now get to think about as I as I invest in companies.”

“It comes down to high gross margin. It's very, very hard to overcome a business that does not have high gross profit margin. And then leadership, like you can't, you put a good leader in a crappy business and you've got a good business. You can't sacrifice that.”

“I kind of like cringe at that phrase because anything can scale. Any Side Hustle can become a full-time business. Like anything. I will go to my grave in saying that. So yeah, it's just, I don't know. It seems kind of like a negative connotation to me.”

“Now, how to flourish and create the ideas? I think you can't. You've got to keep them far, far away from the crypto industry. You've got to keep them further away from crypto Twitter as possible because they will just recycle, recycle, recycle. They need to really come up with their own innovative ideas. I was on crypto Twitter back then, 2016 I was like, oh, let's do decentralized roulette table. Roubette nowadays pretty much to some degree. I think keep them far away from crypto Twitter for as long as possible and just have really good mentors that can support them on their developer journey.”

“It's pretty important to build products that don't necessarily work yet, so that you know, okay, what is missing for this product to work? And then with the newest model, you can just swap it in to the prototype you've already made and see, okay, does this new model close that gap? You want to be ready when that model jump happens.”

“It's pretty important to build products that don't necessarily work yet so that you know, okay, what is missing, for this product to work? And then with the newest model, you can just swap it into the prototype you've already made and see, okay, does this new model close that gap?”

“I think they should try to find a customer first, a paying customer on any idea. Just steal an idea, honestly, like a burger restaurant. People try to think of a new idea. New ideas are more likely to fail than anything because it's new. I want an idea with precedent, right? I want a roadmap of someone that's gone before me and done that, and then I just want to copy that.”

“This space is moved so quickly that in every vertical, many verticals, there's early on emerged one company that's seen as the early winner in the space. Often it's actually like the second movers, at least in the YC context, we have seen over and over again that there's advantage to being the second we were in a space. Stripe came after Braintree and Authorize.Nen, a bunch of things and was able to like actually win by just building a better product. DoorDash came after Grubhub, Postmates, various other delivery services and eventually went on to win.”

“When people think about quad and quad code, this is one of the things that people bring up the most where they just really love that quad is like it's it's like lighthearted and fun, but it also is extremely competent at your task. People really like, like, Claude's low ego. And so if you tell it, hey. You did this thing wrong. It's, like, truly sorry. It's like, oh, shoot. Like, thanks for telling me. Like, let me fix it. Let's work together.”

“I invented this role called super builder. And the single job single most important job of a Super Builder is to create more Super Builders. So we we hired our first Super Builder and they, we we talked about some ideas and one of the biggest things because most of our company uses Slack. We're all in Slack. And Slack, you know, I'm strong it's like strong believer is just a bunch of humans pretending to be systems. Right? And the cost of writing something in Slack is zero, but the cost of answering something in Slack is enormous, and most of it is noise.”

“Waymo was a great example where I think we increased our investment two to three years ago when the rest of the world got pessimistic on it. When others, some of the people are backing off. For example, if Waymo had reached this point earlier, I think I would have invested the capital earlier. But I would have been glad to invest more capital in Waymo earlier, but we weren't at the level of maturity needed to do that.”

“As code becomes much cheaper to write, the thing that becomes more valuable is deciding what to write. Like what is the right UX for this feature? What is the most delightful way that a user can experience it? It takes a lot of care and taste to figure out, okay, which of these is worth building and what is the right way to build it? That skill set can come from any background, but I think that's the most important thing.”

“AI consulting is exploding right now. There are 800,000 management consultants in the United States right now. And I think in five to 10 years, there's going to be at least 800,000 AI consultants. Someone that just takes time on their own to learn these $30 a month tools and implements them into small to large businesses. That's kind of boring, but people pay a lot of money.”

“I think these are interesting examples because for all these AI agents, you could build a version of Greenlight or Casca or Casetext, like a demo version, in like a weekend hackathon. And I think when college students are thinking about these AI agents, I think what they have in their mind is like the weekend hackathon version of the product. And they're like, I could build that in a week. Like, how could that be defensible? And like the reason is like the version you build in a hackathon isn't useful to anyone. It's like if Casca or Greenlight fail, like the banks will lose millions of dollars. This is like mission critical infrastructure.”

“People really like that Claude's low ego, and so if you tell it, hey, you did this thing wrong, it's like truly sorry. It's like, oh, shoot, thanks for telling me, let me fix it, let's work together. I think part of what makes a great coworker is this positivity, this bias towards action, and this ability to give you earnest feedback, not just agreeing with every single thing that you say.”

“AI consulting is exploding right now. There are 800,000 management consultants in the United States right now. And I think in five to 10 years, there's going to be at least 800,000 AI consultants. Someone that just takes time on their own to learn these $30 a month tools and implements them into small to large businesses. That's kind of boring, but people pay a lot of money.”

“Because we put this mission above any individual product line, we're able to make very fast decisions that cut across the entire org and execute on them in a unified way. Mission means that teams are willing to make sacrifices that hurt their own goals and their own KRs in service of Anthropic's goals. I've never seen that at a company of our scale.”

“Then the review time, like, all my devs complain. Review times take too long. We found some solutions, actually. I think we were doing average of, like, a hundred and fifty hours, like, was the cycle time for a PR review because there was so much. We reduced it by 10 x down to, like, fifteen hours or so, roughly.”

“I think the real value capture will be the fat engine thesis, which I've just made up on the spot is Enso. If you're able to be that connectivity glue and that one tool that abstracts all of it away, it's the superpower if you have tens of millions of apps that are building atop of you. We could in theory dictate in the future, if base doesn't give us incentives, we won't route people to base. I'm not saying that we will do that, but these abstraction layers will ultimately have to control over the chains. I think ultimately, the more higher that we go up in the stack, the less control that the chains will have, and these abstraction tools will actually have a lot more control than they will, because you can just direct it away from them.”

“And it's also, I mean, amazing lessons because the more the more the the more chances you get to say no, the better opportunities come about. But I I don't think I realized it. I mean, I, you know, I I moved to The States as a young girl. I don't think I really acknowledged, what like, the full picture, the three sixty approach to being an athlete.”

“As code becomes much cheaper to write, the thing that becomes more valuable is deciding what to write. Like what is the right UX for this feature? What is the most delightful way that a user can experience it? It takes a lot of care and taste to figure out, okay, which of these is worth building and what is the right way to build it? That skill set can come from any background, but I think that's the most important thing.”

“Building 10 great evals is important for helping the team quantify what the goal is and what their progress towards it is and what they're missing. I think evals is this like underappreciated thing that more PMs and more engineers should be working on. It varies a lot based on the exact feature, but features such as memory benefit a lot from it.”

“The timelines for a lot of our product features have gone down from six months to one month and sometimes to even one day. We want to remove every single barrier to shipping things. We want to make sure every single person on the team feels empowered to take their idea from just an idea to like out in the world in less than a week, sometimes even in a day.”

“Building 10 great evals is important for helping the team quantify what the goal is and what their progress towards it is and what they're missing. I think evals is this like underappreciated thing that more PMs and more engineers should be working on. It varies a lot based on the exact feature, but features such as memory benefit a lot from it.”

“It's pretty important to build products that don't necessarily work yet, so that you know, okay, what is missing for this product to work? And then with the newest model, you can just swap it in to the prototype you've already made and see, okay, does this new model close that gap? You want to be ready when that model jump happens.”

“As a PM, there should be less emphasis on making sure that you're aligning your multi-quarter roadmaps with your partner teams and more emphasis on, okay, how can we figure out the fastest way to get something out the door? I think the PMs who do the best on AI native products are the ones who can figure out how can I shorten the time from having this idea to actually getting the product in the hands of users.”

“People really like that Claude's low ego, and so if you tell it, hey, you did this thing wrong, it's like truly sorry. It's like, oh, shoot, thanks for telling me, let me fix it, let's work together. I think part of what makes a great coworker is this positivity, this bias towards action, and this ability to give you earnest feedback, not just agreeing with every single thing that you say.”

“But to give an example, like, search, you know, I was speaking with the teams. Right? Like, they now have for sub teams, like, latency budgets, like, in the milliseconds. You'll get 50% credit if so if you ship something which, you know, shaves off three milliseconds, you earn one point five milliseconds for your latency budget, and one point five milliseconds gets passed on to the user.”

“I kind of like cringe at that phrase because anything can scale. Any Side Hustle can become a full-time business. Like anything. I will go to my grave in saying that. So yeah, it's just, I don't know. It seems kind of like a negative connotation to me.”

“One of the things I really like to do is to ask the model to introspect on its own behaviors. So sometimes when I notice that the model does something unexpected, like, for example, there's, like, situations where the model will make a front end change and run tests, but not actually use the UI. It's actually pretty useful to ask the model to reflect on why I did this. And sometimes they'll say that, hey. There was, like, something confusing in the system prompt, or I didn't realize that, the front end verification was, like, part of this task.”

“I think what people don't understand is that when a new entrant joins an industry, in most cases, not all cases, it grows the entire industry. When you join a market, it grows the market. I knew a woman who made a million dollars decorating porches with pumpkins, right? That's all she does. October hits and she charges $700 to put fancy pumpkins on a porch. And I posted about her and it went mega viral.”

“I'd I'd say that that match point feeling is it's hard to replicate, very hard to replicate. Because it's in the moment in front of thousands of people. There's just there's nothing quite like it, which is the beauty of sports, right, of seeing seeing the sweat and the tears, the emotions, the the the pressures. That's why it's so special. There's nothing that could replicate it.”

“I think what people don't understand is that when a new entrant joins an industry, in most cases, not all cases, it grows the entire industry. When you join a market, it grows the market. I knew a woman who made a million dollars decorating porches with pumpkins, right? That's all she does. October hits and she charges $700 to put fancy pumpkins on a porch. And I posted about her and it went mega viral.”

“And, like, with Serena, do she's a she's a business person also. Do you do you have a rivalry with her in business like you do in tennis? I mean, I know, you you know, your relationship has softened and she surprised you with the tennis hall of fame induction last summer. But, like, do you push each other on business impact too? No. We we actually there's there's a lot of deal flow amongst us now, which is a lot of fun. Because we get to see, we get to see a lot of the same or similar, business opportunities, and we occasionally run it by one another.”

“Because we put this mission above any individual product line, we're able to make very fast decisions that cut across the entire org and execute on them in a unified way. Mission means that teams are willing to make sacrifices that hurt their own goals and their own KRs in service of Anthropic's goals. I've never seen that at a company of our scale.”

“The composure that you show on a call, in a meeting, the way that I I think of business is, like, composure is everything. People people see how you feel, how you, you know, how you react, use your words wisely. You know, no matter who you meet in life, there there may be a time, most likely, they will come back in your life. Happens in sport all the time. It happens in business even more frequently.”

“We're calling something the Enso Drop. Now the name might change actually in the next couple of weeks, but this is what we have internally so far. We're in a very unique position that we have so many protocols that use our protocol. So we have 125 plus, I believe it's even 130 plus now. You can access over 250 plus on-chain protocols. Now, we interact with their contracts and we get air drops. So we're able to now start offering to the users that secure the Enso Network by delegate staking them their ability to claim other air drops. Now, I believe this is one of the largest mechanisms in the whole space if you're able to get access to over 370 plus potential air drops.”

“Brutally honest, we need products that people want. You know, the same money that cycles through DeFi, it's all the same people. Like you see money going TVL up or TVL down there, that's because this is backroom agreements of, hey, I want this APY or I want this extra yield that's not public and I'll put $500 million in your protocol. It's just the same people using it. So I think what we need to do for more people to use crypto is one, give products they actually want to use and two, make it seamless. Like they shouldn't need to care about chains.”

“Within that week, you know, I took a few days off. I I flew to Portland. I resigned my Nike deal. My dad told me to get in the room. And there may be things you don't know. There are certain, you know, elements of the deal that you're not gonna be familiar with. But you know what? This is your future. This is your money, and you need to be in that room.”

“Like the thing that still stuns me is OpenAI, ChatGBT has more consumers using it per day than Google's Gemini. I think anyone who understands the models and uses them daily would say that Gemini Pro 2.5 and Gemini Flash 2.5 are like equivalent models. Google was already one of the biggest consumer brands on the planet. It was almost certainly the biggest consumer brand on the internet. And yet somebody else came along and built the brand as the consumer AI app, and Google is like playing catch up.”

“If an automation doesn't work 100% of the time, it's not really an automation. I would encourage listeners to put in that time to scope some automation that you really want to get to 100%, put in the elbow grease to teach Claude your preferences and give it feedback so that it can improve its skill. There's just not much value in a 95% there automation.”

“The next day, I mean, you're focused on winning the next one, which is the US Open. There's only a certain amount of time that you're really allowed to think about your success, which in some ways is sad. But while you're holding the trophy, all the other opponents are are training. You know, the world doesn't end to watch this this big moment in your life. And although you have to appreciate it and take it in, you can't believe the hype.”

“One way where this is playing out in the counter-positioning is that almost all of these house incumbents, their pricing model is they charge per seat, i.e. per employee. And this is, I think, a very big Achilles heel that they have strategically, which is that if their AI agents do a good job and actually work, those companies will need fewer employees doing this work because the work will be automated by AI agents. And in a simplistic way, that will just actually reduce, the more successful they are, the more they will reduce their revenue.”

“The nuclear option is I threaten it, and I say, Claude, if I'm using, like, Claude Opus for 4.5 high, like, okay. I'm gonna stop using you, Claude. I'm gonna switch to Gemini, and then it gets its shit together.”

“One of the largest DeFi launches and chains of this whole cycle, they had had an incentive mechanism for depositing funds on Ethereum, and those funds needed to be migrated from Ethereum to Berachain and then executed into all of the brand new protocols that didn't exist up until the chain was live. And somebody has handled all of that execution underneath. And these executions were not just swapping from token A to token B, we were bridging, then lend, then borrow, leverage loop, then enter into one-sided LP, so forth and so forth, right? This was handled fully by Enso. Not many people know this. They assumed this is Royco, they assumed it's Boyco. That really is just an interface. It was all of Enso's logic underneath. And we safely and securely moved over $3.1 billion into over 80 plus unique different DeFi combinations.”

“You don't even need to go that far. You could just post your idea to Facebook marketplace. It doesn't need to be a product idea. It could be a service idea. Post it to Facebook marketplace, post another variation of it with a different price point or a different title and just see how many impressions each one gets.”

“Last night, I was work where we have this code with cloud conference coming up, and there's a few talks that I'm giving there. I have my Google Drive connected. I have Slack connected. Alex, who's our product marketer, put together a draft of what the points that we that he thinks we should cover are. And so I just, like, fed this all into Cowork. I told Cowork the narrative that I want to tell, and it actually just worked for an hour. It it walked through Twitter to see what we launched. It looked through our evergreen launch room. And it synthesized all this together to this 20 page deck that I woke up to this morning.”

“Hey. The overton window shifted. We have like, I felt like the company was built for that moment. The vertical thing, it's it's it's not an accident or something. It was a very intentful we were on the seventh version of TPUs. So to me, we were behind in terms of frontier LLM models, but we had all the capabilities internally, and we had to execute to meet the moment.”

“Or try to use it to pick between two different startup ideas because they're trying to forecast five years in the future, which one will have a greater moat. Which just isn't how it works. I mean, literally, you shouldn't do that. Like a moat is inherently a defensive thing, and you have to have something to defend. Otherwise, like... If you have nothing to defend, don't worry about your moat.”

“I just wanna be better than the person that's in front of me. Right? I don't need my best. Enough to get through. You don't have to be at your best for that match. You don't have to be. And that's hard that's hard to accept. Because we always want the best from us. And in some ways, you don't wanna be because you don't wanna expend resources on something that doesn't shouldn't require those resources.”

“On our team, we're pretty focused on hiring engineers with great product taste. This this way, we can reduce the amount of overhead for shipping any product. Like, there are many engineers on our team who are fully able to end to end go from see user feedback on Twitter through to, like, ship a product at the end of the week with almost no product involvement. And this, I think, is actually, like, the most efficient way to ship something.”

“I had landed I was going to the East Coast. I landed, for my flight, got into an Uber, hopped on, like, an entire team, all hands, like, speed run. We call it it was, like, basically, cursor speed run. And I was in the Uber using cursor, putting up the PR. And the goal of the speed run was every single person would just pick up the most trivial thing. It could be like copy change, a bug, whatever, and just put up the PR. And we ended up, I think, in fifteen minutes I think a 100 people had joined. In fifteen minutes, we ended up putting up, like, 70 PRs. And we broke GitHub too, which was cool because we learned, like, our infrastructure needed improvement.”

“If an automation doesn't work 100% of the time, it's not really an automation. I would encourage listeners to put in that time to scope some automation that you really want to get to 100%, put in the elbow grease to teach Claude your preferences and give it feedback so that it can improve its skill. There's just not much value in a 95% there automation.”

“The incredible story about Cursor, when we hosted Michael Truell to come talk to the batch, he was sharing how his product development cycle for shipping features and sprint cycles were one day. At the beginning, during 2023, 2024, around era, they would start to, every day would restart the clock and try to ship things every day. I mean, that's like insane speed. There's no big company that could ship something at that speed.”

“Enso has been around four and a half years. And we've never had one exploit. You know, not one. We've handled over $17 billion. We've done, I believe as of to date, there's 10 audits publicly. So the way that we kind of view this is our view in the future should be never write a smart contract again. A developer that is in the Web2 world that wants to interface on chain, they don't need to understand smart contracts and they do not need to write smart contracts to interact with smart contracts. If you write a smart contract that interacts with another one, that's creating another layer of security issues.”

“But now it is really acutely constrained. Right? So you spend a lot more time. I at least spend a dedicated hour a week thinking about that question at a pretty granular level. So I will know by projects and by teams the compute units they are using. Right? And, you know, or or at least I have that information, and I'm looking at it and assessing it.”

“Memory is definitely one of the most critical components now. There is no way that the leading memory companies are going to dramatically improve their capacity. So you have those constraints in the short term, but they they get more relaxed as you go out. By the way, I think it'll push a lot of innovations on. We will make these things 30 x more efficient.”

“Show the engineers, not just tell. And the worst thing any engine leader could do is just be like, I decree you must use AI. Come on. No one's gonna listen to you.”

“Where did we all individually learn about how to build code? The reality is, it's YouTube. That's where people go and they watch it. How many Web3 companies do you see that actually have, not all, like, wait, let me rephrase. Every Web3 company has YouTube videos and they have zero distribution, right? Zero. Where do people go to learn? They go to YouTube, they go to Code Academy, they go to Udemy, they go to coding boot camps, coding tutorials and so forth. So we're fortunate that we also know people inside of the Web2 developer relations communities that have a large, large, large YouTube communities.”

“For Cloud Code, what we do is we actually ship almost all of our features in Research Preview. We clearly brand this when we ship something so that users know that this is an early product. This is just an idea. This is just something that we're trying to get feedback on and iterating on, and that this might not be supported forever. And what this does is it reduces our commitment for shipping something. We can just get something out in a week or two.”

“We are constantly trying to take these long term projects, which when you first announce them, slightly marginally looks ridiculous. Okay. You know, like, we're in the earliest stages of thinking about data centers in space. But to your earlier discussion around constraint inspires creativity. But if you take a twenty year outlook, right, where are you going to put most of these data centers? Really hard problems to solve.”

“And I think Varun from Windsurf, who we hosted some time ago, he said it himself, the early stages at the beginning, the only moat that startups have is really just speed. Once you pass that and build something people want, then you figure out and go deeper into these types of moats that we're going to discuss.”

“As a PM, there should be less emphasis on making sure that you're aligning your multi-quarter roadmaps with your partner teams and more emphasis on, okay, how can we figure out the fastest way to get something out the door? I think the PMs who do the best on AI native products are the ones who can figure out how can I shorten the time from having this idea to actually getting the product in the hands of users.”

“I love food and wine. I really do. And, like, I've done, like, sommelier training, etcetera, etcetera. With my friend in New York, we went to some, like, champagne tasting. And so, like, I just took notes. There's, like, this whole notebook. Effectively, then I just, like, popped this right in. And I said, here are a bunch of champagnes that I tasted. Figure out from my notes, like, what are my taste preferences?”

“Mission means that teams are willing to make sacrifices that hurt their own goals and their own KRs in service of Anthropic's goals and Anthropic's KRs. And people are very happy to make those trade offs. So, like, an extreme example is if Cloud Code failed, but Anthropic succeeded, I would be extremely happy. And, like, we're like, the whole team is very willing to make decisions that follow that chain of thought.”

“Cursor has, like, great analytics. Right? And so you go to the admin panel, you look at the analytics, and, you know, awesomely, they let you download into CSV. I was like, what if I just use cursor to figure out what my team is doing in terms of using cursor, but not in just, like, from a vanity metric point of view of, like, lines of code committed by AI. I think that's, like, kind of misleading, actually digging more into, how they're using Cursor and how do we sort of, like, replicate power users.”

“The worst situation we can be in is when our job is just good enough to cover our bills. If they were to get a 50 percent cut, then that could be the best thing that ever happened to them. Or if they were to be fired, that could be the best thing that ever happened to them. But like you said, to be in that just enough paycheck to paycheck, that's the worst because it's just enough for us to get by and for us to not be hungry enough.”

“The timelines for a lot of our product features have gone down from six months to one month and sometimes to even one day. We want to remove every single barrier to shipping things. We want to make sure every single person on the team feels empowered to take their idea from just an idea to like out in the world in less than a week, sometimes even in a day.”