AnhTho_FR

Hugging Face released its own safe model format for deep learning models called `safetensors`

This format doesn't run arbitrary code on your local, reading the file doesn't require more memory than file itself, you can inspect the file without loading it

I totally agree indeed!

Good question, I've seen https://nomadlist.com/ but they don't rank on the schools etc

We’ve recently gone deep down the rabbit hole of 'BigDecimal'.

Although we accumulated decades of experience in Ruby, this was more challenging than we initially thought, because of the few things we discovered along the way (that led to quite a bit of rework!).

Yes,it is! but I'm wondering if there is a player that is a bit more: - Developer-friendly - SMB-friendly?

Not sure how much it costs but doesn't look very SMB/startup-friendly...

Fixed, added other images, I posted that quite late last night!

Thanks! Let us fix that!

OP here, totally agree!

Feature-based billing is super hard too, and people underestimate the complexity even more.

We were genuinely surprised that some companies wanted to use Lago even if they ""only"" had a "feature-based/subscription-based" pricing, that someone new would consider as "trivial".

+1 on the abolishment!

What would you suggest to outsource VAT calculations? We've yet to find a tool / platform we really like, that we could partner with.

Also, here is an example of 'looks simple' but 'raises many question'

1/ Should it be a discount on future invoices, or a refund (an angry customer will ask for a real refund: aka $$ on their bank account)?

2/ Do you want to keep track of how much has been discounted/refunded to which customer (so that you can identify deeper trends: if a segment is being discounted many times: maybe you can adjust things, or maybe it's fraud?)? In that case, just erasing a line doesn't help

3/ If you refund, how do you deal with taxes that have been paid already?

Btw, we've written a quick primer on Refunds, Coupons, and Credit Notes: to lay out the pros/cons

https://github.com/getlago/lago/wiki/A-Primer-on-Refunds,-Co...

Awesome, keep us posted!

Of course! Thank you for the kind words!

I'll reach out in DM - thanks for sharing!

> The problem is not that simple billing is difficult. The problem is that billing is not simple.

Love this quote!

OP here, that's exactly the point.

It's easy in theory: 'just do it', 'just copy', BUT the challenges are in - the tiny details (that can have a huge impact: we're talking 'billing' and 'money' here) - the maintenance: it's a living organism: you will inevitably change your pricing, your payment processor, the way you bill, your back-end/front-end etc

Lago is currently free to use and we already have paying users.

I think indeed some users will use us for free and never pay, whereas larger companies actually want to pay to get the hosted product, custom features, SLA, etc.

We are still in the early days, but here is how we think about our own pricing : https://www.getlago.com/blog/how-we-think-about-our-own-pric...

Thanks for the feedback, fantastic idea, will work on this indeed!

This is a great idea, we’ll work on it!

A lot of people complain with SaaS that take a cut on revenue, when it’s not justified. For instance, if you are a payment processor, it makes sense to price based on the volume of transaction (your risk/work increases with the volume of transaction). But if you’re a « pure » SaaS, like a Sales commission software, would it make sense to take a cut on the amount of commission you manage?

I agree with you, actually one underlying hypothesis of this post is: Lots of companies shouldn’t have priced « per-seat » in the first place. But in a bull market, the teams were growing insanely and this pricing was easy to understand, it became a « by default » pricing in a lot of cases.

With the correction, a more thorough approach might be necessary.

Hi! I work at Lago and co-wrote this article.

We do per metric pricing and « per-seat » as well, we built Lago for pricing flexibility. This post is more around pricing for the downturn, than about our product.

If you have specific feedback, because it is still perceived as self promotional, we are genuinely all ears. Thanks!

I work at Lago. Although we are perfect for usage based billing, I agree that « pure usage based billing pricing » doesn’t fit all products.

Not everyone can have a pricing like Snowflake’s. And you’d be surprised by the number of customers that want a fixed « all inclusive » pricing for peace of mind.

Indeed, the extra-burden of managing the "wannabe helpers" is real!

I wrote the article - Thanks, means a lot to me!

He is amazing, we worked together in our previous company. He was outstanding from day 1.

Thanks! I can't know for sure but I think you need to 'score' on: - the team - proof of hustle - a space that is VC fundable

Actually I think this term isn't doing justice to Growth teams in general, hacks are sometimes necessary but the key is more towards systems, frameworks, data, more long term than short term.

We created content (online courses - my co-founder created a course on Udemy -, blog posts with frameworks, anything that could be 'educational' and that would make people check what we were up to), and were present in the communities where the audience was (Slack channels, facebook groups, linkedin etc).

I totally agree with you. I think it's also a matter of 'stars align', maybe our application at the time (around the data engineering space) resonated with the specific partners who looked at the application, and it could have been different with other partners.

I also want to emphasize that there are: - Incredible companies that got rejected from YC (and even if it must have felt crushing at the time, in hindsight, they saved the 7% of equity that YC would have taken) - Incredible founders who had to apply several times: the founders of Algolia did - Incredible founders who got in but then shut down

So it's not an end in itself. When we got in, we thought we 'had made it', in reality, we pivoted after the batch, and this step definitely failed like a failure at the time.

It probably helped indeed as we were early employees there, but to be honest, we've seen early employees from unicorns being rejected and conversely!

I think any entrepreneurial experience or general proof of grit resonates.