KeepTalking

Oryo.io | Founding Engineers / Staff Software Engineers | Cybersecurity | Remote (US, ideally near SF/Seattle/Boston) | Full-time | 180-220K + Equity & Benefits | No Visa sponsorship.

Oryo helps CISOs secure GenAI/Agentic AI. We enable enterprises to address AI tool misuse, privilege escalation, and AI supply chain risk, giving security teams the visibility and control to manage agent behavior and secure data access.

*Engineering challenges* - Build pipelines to monitor config + real-time agent behavior - Detect privilege escalation, tool misuse, attack paths, supply chain vulnerabilities, compliance risks - Explore gaps in protocols like MCP + A2A, interoperate with existing security stacks - Build AI-centric security products from 0→1 - Build using a variety of modern languages, frameworks and cloud and ai native architectures.

*You are* - Full-stack engineer with 5+ years experience in infra, data, or security systems - High bar for engineering excellence, ownership, and system design - Bonus: prior experience in cybersecurity, infra, data science, front end, or AI security

*Why join* - Competitive pay ($180–220k) + early equity - Remote with proximity to SF/Seattle/Boston - Work on a new frontier in security, where your judgment and code shape the company - Culture: respect, transparency, autonomy, and excellence

- More info : https://docsend.com/view/5xw8iv8y48wzztxw

To apply: email swaroop [at] oryo.io

1. Mediocre leadership. Hands down the biggest reason.

The most interesting aspect of this playbook IMO is the cartoon. Using 1-1 to bring up promotions.

When employees ask for promotions:

good managers know how to harness this ask with clear, manageable, attainable goal setting and delivering on the promise. Most employees are also not beyond solid transparent reasoning. Average managers get into a defensive mode

If anything good managers are like high-performance coaches, they understand your motivations and channel your energy. The reality is most companies promote people into management roles by picking people like them.

As a counter test, watch out to see if a newly promoted manager starts talking and acting (in subtle nonconscious ways) like their manager or the real power in the organization. Examples include - Working hours, decision making, predictable agreeability and even hobbies etc.

While the short to medium-term impact of this is terrible, I am optimistic that a few of these individuals (not the usual high profile stars) will kick start the next big idea.

Do we have a list of affected individuals listed to work on interesting projects?

Wish HN can curate a Database of individuals open to working on special projects that could lead to a YC submission

For me, the aspiration to own a GoPro was to capture footage in wet / water conditions. With an iP68 rating for the iPhone to makes sense for light use-cases, an iPhone is sufficient for me.

1. I think the underlying problem has been the lack of innovation from GoPro. I find that while the number of cameras in our daily life has increased, the use-case for something like a GoPro is marginal at best. Apple and other vendors have done an excellent job of improving camera technology on the iphone11 that today, I no longer carry a GoPro or even an SLR camera on holidays.

2. Another amazing shenanigan from GoPro was their accessories business. When I got my only go-pro in 2014, it required me to spend another $200-300 on some really basic accessories like an LCD screen. It just felt like the company added barriers that stopped you from actually using the product.

2a. Minor nitpick - Their packaging in 2015 was a piece of work. It took me forever to get it unpacked and even get hold of the device.

3. Mgmt focus - I live in San Mateo and the stink of constant GoPro layoffs made it an undesirable company to even consider working for. The people I knew that worked there all quickly bailed and went to work for Google or Apple. It also didn't help that I only remembered about my GoPro when I saw Mr Woodman show-up on Shark-Tank. I just felt he didn't focus on a struggling company and wanted to find other things to do.

The link to the actual deck is here: https://www.slideshare.net/msuster/funding-in-the-time-of-co...

* I am unable to edit the link directly

As the parent of a kid in the target audience, Peppa pig represents one of the most popular youtube channels.

I did the same thing for a year before I got married. I ate my lunch and dinner at a Panera bread next to work place - 5 days a week. I ate half a cup of tomato soup, half a vegetarian sandwich and an apple. I lost nearly 20 pounds over a 1 year period. Infact the team at Panera knew me personally so many times, by the time i paid for my meal it was ready for me to eat. I had a fixed workout/running and meal routine.

My wife hates the monotony but i love the daily structure. I have put on 35 pounds.

To take over Mombasa port is the equivalent of a strategic takeout/takeover of a number of East African countries. Mombasa port and its adjoining highway connects Uganda, South Sudan, Rwanda, and Burundi. 100% of East Africa's export cash crop produce (Coffee, Tea) flows through the port which translates to significant revenues and GDP. I really hope that African para-state agencies (African Dev Bank) steps in and provides monetary assistance to Kenya.

Times like this make me wish that the EA community takes off and together these tiny countries are able to better band together and pony up.

hmmmm.... I wonder if Uber eats can do what AirBnb did to the hotel business by allowing home chefs-after-6pm to take low risk experiments and launch micro Uber only restaurants from their home kitchen or a common kitchen (managed by Uber eats to deal with sanitation challenges).

Seems like mismatched expectations largely on your part. You get what you pay. If you ask for the cheapest workforce, you get shoddy work. I am not arguing the validity of your experience but I think it shows lack of depth.

On the other end of the market, there is a very talented workforce that commands a premium price that delivers world class products. You just need to know where to look. Most western tech decisions to use Offshoring/Outsourcing are based on the key belief that costs can be lowered. In a truly capitalist market, workers are also looking to extract their maximum worth (and upward mobility) and If you pay less, your workforce will bail at the first opportunity.

Additionally, no one wants to work for a project that is driven by a spec document that you authored and requires no design input from the local team

Deep C Secrets 50 Effective C++ tips Design patterns Elements of ReUsable OO software Several short sentences about writing The official Ted guide to speaking

Very interestingly on a similar topic here is Netflix's pricing strategy. https://www.priceintelligently.com/blog/netflix-pricing-stra...

Related advice given by Marc Andressen:

What do you recommend for pricing in SaaS before reaching product market fit?

Pricing is highly specific to the product and the market, so it is hard to give general advice.

But if I were to give general advice, I’d say that we see far more SAAS startups underpricing their product than overpricing.

The problem with overpricing seems obvious—we in our daily lives as consumers are more likely to buy products if they are cheaper, and so pricing higher is presumed to reduce sales.

But that’s not how business markets tend to work—in business markets, where customers make what’s called a considered purchase, the result of a reasonably objective and rigorous analysis of options, startups that underprice tend to have the problem I call “too hungry to eat”—by pricing too low, they can’t generate enough revenue per deal to justify the sales and marketing investment required to get the deal at all. In contrast, by pricing higher, the startup can afford to invest in a serious sales and marketing effort that will tend to win a lot more details than a competitor selling a cut-rate product on a shoestring go-to-market budget.

TLDR: When in doubt, double prices. :-)

This is the problem of our generation. Shame on us.

Is this an Area where YC can help ? I challenge YC to consider Request for Startups that will consider ideas to fix this problem. I envision someone as powerful as YC and its network partnering with the city of SF,SJC,Oakland to allow for experimentation in finding long term fixes to this social issue.

here is a NPR report that shows the impact of fixing the homeless problem.

https://www.npr.org/2018/01/30/581778796/er-use-goes-down-as...

"The bug allows a hacker to log into an account using an email address and password, then bypass 2fa by entering a random code when prompted."

https://www.scmagazine.com/uber-says-bug-that-allows-2fa-byp...

The money remittance market is a very interesting problem. The key to understanding why moneygram is still around is by getting a good understanding of global banking and associated regulation & fees along with top immigration/immigration corridors and consumer behaviour in these corridors.

Most money transfers happen from a stable high net worth economies (USA,UK,Germany, UAE, Saudi Arabia) to growing economies(India, Mexico, Brazil, Philippines) and following the emmigration/immigration corridor.

The money transfer market is more akin to a marketplace with disparate sender-receiver situations. Sender banking infrastructure typically is more sophisticated but disjointed with the receivers banking infrastructure.

Learn more about these patterns in this document. https://siteresources.worldbank.org/INTPROSPECTS/Resources/3...

Uber's main competitor in India is OLA cabs.

India is ripe for Ride sharing cabs. In major metros, OLA (specifically OLA Select) is the ride of choice for middle class youth. With free wifi and one hour work commutes common, the ola ride becomes time to get emails and secretarial work taken care of.

IMHO - Brazil and Mexico are dominated by Cabify and EasyTaxi.

Till now, cargo operations are built on the backbone of older aircrafts that require relatively inexpensive modifications to haul pallets. The economics of the business rarely encourage brand new aircraft purchase with the exception of UPS and FedEx and ad-hoc specialized operators.

In the future, this might not be the case. In the era of fuel efficiency most passenger aircrafts were not designed to haul cargo. In-order to save on weight the main deck on the 777 was made of lightweight materials that is acceptable for passenger traffic. This in-turn makes it very expensive for cargo conversions.

>> As an example, Lufthansa recently used jumbo jets on the domestic Frankfurt / Berlin route after their competitor Air Berlin went belly up.

Color commentary: This is a outcome of a micro trend that was caused due to the collapse the 2nd largest airline in Germany. It is unlikely this is an indicator of longer aircraft deployment. Regional and domestic routes tend to skew towards frequency and convenience. Most major airports and regulators also encourage this behavior when analyzing and distributing airport slots.

While the focus is on the original business case for building Mega planes like the A380 the knock-on/hidden impact of closing the A380 line has detrimental impact on Airports that invested millions into being 'A380 ready'.

Airports around the world spent millions of dollars building out A380 capable terminal gates, wider taxi-ways and bigger baggage handling systems to deal with A380 arrivals and departures. Food caterers invested money in special trucks that deliver food to the upper deck. At the ATC level, slots and flight seperation guidelines were changed to accomodate the whale jets. Some airports were chastised for not investing fast enough (ORD?, SEA) to be A380 ready. I guess they now look wiser. The death of the A380 will reduce risk taking by airports in the future.

Failed aircraft projects have a large negative impact on future appetite for these crafts. Just look at what happened to supersonic flight. We have not seen any commercial investment and research into supersonic air travel. While the case can be easily made against these white elephant projects, the knock on R&D benefits of these airlines projects are amazing.

Selective R&D 'Hand of God' moments that allow government support could be the solution here. At minimum, it would be great if China, Japan or any other aspiring aerospace super powers can buy the project and invest in its future.

TBH - It makes no economic sense for startups to get $$$$ address in downtown SF than to massage the ego of the founders. This obsession to locate in downtown SF is costing both the company and employees tremendously.

If they really want to be located in the city have an ego office in downtown and open satellite offices in the east bay or south bay. Makes for happy employees and cheaper costs.

Fake reviews? I received a firkin fake Bose QC-35 II Headphone! Check out the fake product and read the reviews, and this listing is still active even after Amazon verified and refunded me the cost of the product.

https://www.amazon.com/Bose-QuietComfort-headphones-Bluetoot...

Infact one of the reviewers did a detail comparison between the fake product and the real QC-35.

Planet money did a take on this robbery and its digital privacy implications. Worth a listen.https://www.npr.org/sections/money/2017/11/08/562888974/epis...

Short on content, long on medication ads is how I view Time. Time has suffered from the lack of a differentiated digital content strategy that is compelling. I default to WaPo, NYT, Economist, FinTimes, Atlantic and the BBC.

This is true not just for engineering hires. I recently experienced this with more evolved roles such as PM and PMMs.

Diversity and inclusion biases go beyond educational background. I have noticed the big tech firms (experienced this with a social network giant) are more biased to hire from a big consulting firm like McKinsey or Bain.

Despite having the requisite experience & education for the role, I got the boilerplate response without even talking to anyone. Some sleuthing revealed this big tech firm tends to recruit heavily from McKinsey. Most people at the role had this trajectory BA at Ivy League --> 2 yrs work exp --> MBA (Top 10) ---> Big Consulting ---> Big tech.

This seems to bode well who could afford either an ivy league education and an expensive MBA. Leaves little room for folks with street experience. On the other side, maybe it calls for long-term gorilla marketing tactics to really sell your personal brand.

For your first 10 customers, I recommend that the early startup team not wait till the product is ready. Ideally, someone at the startup (Founder ideally) takes the lead and spends 20% of their weekly time talking with prospective customers.

In fact, attempt to start engaging with prospects through the product development process. This tactic is very useful both for product validation and messaging validation.

For any founder getting started, I highly recommend the book traction: How any startup can achieve explosive growth.

While most of the advice is better suited to well-funded startups a lot of the tactics can be improvised for smaller startups as well.

Another tactic I highly recommend in your emails to prospects is to use personalization. Make sure that your opening has a direct and personal appeal to the customer. In order to look for avenues for personalization look at news about the target company, events and product launches or news aligned in the business segment. I have even seen one industrious sales rep use college football news as part of their personalization tactic.

Could you add more info into your account profile? Is there a way to learn more about you?