Worrying that your startup will be eaten by the model companies is like worrying that your life will be constrained after you become a movie star. You're far more likely simply to fail.

These new claude code limits are almost unusable...

Claude iOS is unusable when multi-turns in and generating. Can you fix the performance @AnthropicAI? I have to close the app, let it stream in till completion and only then read.

Opus 4.5 slaps as a coding model. My absolute go to. No wonder Cursor is pushing it as default.

It is incredible how quickly the market shifted from "seo is slow and imprecise" to "we need to own AI search results". Customer interest is off the charts right now.

How it feels to ship features at 10pm on a friday night.

Props to @Meta. Future of tech right there.

Where is anthropic?

Is deepseek api down? 🥺

I love puppeteer js

I've come back to AI blog writing recently, and I'm blown away at the quality change in 6 months - previously gpt would go on tangents and lose focus. Claude 3.5 sonnet is now my go to and it's incredibly high quality.

How @cursor_ai solves the cold-start problem by essentially copying your VS code setup is genius. Instead of going through setup, its a fork of VS code that during onboarding just asks you whether you'd prefer their models or Copilot. Seamless! Brava.

1000x this!

We need more folks to help test our instant connections between European and African payment networks. If you've got Mobile Money like M-Pesa, MTN, Airtel, Orange, etc please fill out our test signup sheet to help us connect the world with instant global payments!

From $0 → $1B My story at Uber Eats. In 2016, I was hired at Uber to grow Uber Eats. Eats was an experiment that started with a simple (and kind of funny) thesis. Uber has all these cars on the road with excess capacity (aka trunks). When things are slow, could we help drivers make extra money by filling their trunks with food for delivery? The original concept was precisely that. During lunch hour, Uber trunks were filled with food items (burritos, sandwiches, salads) from a local restaurant. At noon, users could go into the app and order the day's item for delivery. It was a fun idea that was working okay. People were ordering, but items weren’t selling out. The problem was that users couldn’t choose the item. Users' number one request was to order items from a restaurant of their choice instead. So, in true Uber fashion, a team quickly formed to test it. It worked! Uber Eats, as we know it today, started working in one city, and the team was anxious to expand it to more, but there was a problem. Nobody at Uber wanted to work on it. Why risk your career to work on a half-baked experiment when Uber's core business was working so well? My background at startups proved valuable in the interview process. I was used to building growth marketing programs from scratch for products that no one had heard of. I was hired at Uber to develop growth campaigns for internal experiments — and Uber Eats just happened to be one of them. To launch Uber Eats in a city, the team needed to acquire all 3 sides of the marketplace: restaurants, couriers, and eaters. We created a strike team of launchers (BD folks) and growth marketing. First, the launchers would go to the new city and get restaurants onboard. Once we had some restaurants, I would activate campaigns to sign up couriers. (Due to regulations, we couldn’t leverage existing Uber drivers.) Once we had couriers on the network, we would launch “eater” campaigns. Boom, you had Uber Eats in a city! A launcher would head to the next city to rinse and repeat. We did this every week or two for 60 cities — actually more — but I lost track. One of the most challenging parts of the early Uber Eats growth was that WE competed with Uber! I had to get a prospective driver to sign up as an Uber Eats courier instead of driving for Uber. My campaigns competed with Uber's, and Uber bought ALL the ad inventory on our top-performing channels. I had to convince the Uber team to give up inventory, so an Uber Eats courier ad would run every 50th time. The team thought it was a complete waste of time and money and hated working with me! I spent 4 years at Uber, and it was the wildest journey of my career thus far. We went from 0 to IPO in just a few years. When I lament about the journey with my former colleagues, we worry we will never find a project AND team so worthy of (all of our) time again. I will share some of my lessons in my next post, but I decided to start with my story.

Web design is all about laying out boxes. And I'm so there for it! ❤️

Hello beautiful

We're hiring for an ops manager at @SlingMoney. Let me know if you or a friend might be interested! sling.money/careers/customer…