bogomipz

I completely agree. Packt as a publisher is hot garbage. That's not to say every author is bad but but even when you get a quality author with good content, you will have horrific formatting and nonsense like pages with one sentence on them, illegible screenshots and there's often a complete absence of proof-reading or editing. The Packt game seems to be to simply flood search results hence quantity over quality.

Thanks. What's the kn website?

I see. Might you or others recommend some virtual credit card products?

I'm curious why do business at all with a company who has such practices and requires such special workarounds?

>"I agree with this. B-trees vs hash indices, I/O hierarchy, process model, etc."

I'm familiar with all of the concepts in the context of databases except "process model." Is this the same as data model? Could you elaborate if not?

There's much more detail in the FastCompany article here:

https://www.fastcompany.com/90997061/chobani-buys-la-colombe...

And yet there was a time when the same thing could have been said about not having secured cockpit doors.

The last time I was there it was still TSA. How is it? Are they more courteous and/or efficient?

Am I the only one that baffled that the secure cockpit doors remain open for the entire boarding process? It just seems silly.

>"In your world, without TSA or similar authority, plane hijacking wouldn't become a regular weekly occurrence?"

I think the answer lies in your phrase "similar authority." One idea is to privatize this job. The TSA culture is a joke. This is an agency who have failed to understand that their mandate is to protect people and that they are there to serve. Instead they treat flying public like adversaries while browbeating and infantilizing them. They seem to imagine that their mandate is to stress people out and confiscate toothpaste. It's hard to imagine a ruder public agency. Not all of course as sometimes you do get nice folks who understand they are there to serve. This is generally the exception though. It's so exceptional that when it does happen it's kind of shocking.

Who is IMB here? IBM? Can you say what is their Vault competitor?

Can I ask what regulatory domain you are in that requires on-prem HSM(vs cloud offering)? Also do you have a recommendation for on-prem HSM vendors that work well with Vault?

Maybe try to follow the thread where the OP states:

>"No one has explained how or why the entire board decided to do a coup ..."

To which I responded that there was in fact a very recent and relevant update to this. Your opinion on whether she belonged on the board is completely irrelevant to this fact and also childish.

>"She's the leading academic on the issue of AI safety."

From article, this is what I know about her:

>"Toner graduated from the University of Melbourne, Australia, in 2014 with a degree in chemical engineering and subsequently worked as a research analyst at a series of firms, including Open Philanthropy, a foundation that makes grants based on the effective-altruism philosophy."

>"In 2019, she spent nine months in Beijing studying its AI ecosystem. When she returned, Toner helped establish a research organization at Georgetown University, called the Center for Security and Emerging Technology, where she continues to work."

She's been working in the field of AI safety for what 3 years at most? I find it very hard to believe that she's "thee" leading academic on the issue of safety. Stuart Russell's group, the Center for Human Compatible AI at UC Berkeley, MIT's The Algorithmic Alignment Group and David Kruegger's group at Cambridge are all academic leaders and groups with great expertise in this subdomain.

Further it's not even clear what "studying Beijing's AI ecosystem" actually means. Does this refer to the city? The university? The CCPs' surveillance state(not likely)? It's very hand wavy.

I don't have any problem with what she did or her views. I also think it's a loss for the company. I do question her bona fides for being called the leading academic on the issue though.

There was a bit of insight today from a board member on her perspective. See:

https://archive.is/Sy3Xm

>"Spotify was a stand-out, almost no large tech company bought into cloud like they did, and everyone said the same thing: "It's not our core competence, it would require more people".

I'm not sure what you mean by this as Spotify was actually quite late buying into cloud. They ran on bare metal through at least 2015. From their engineering blog:

">Thus, in early 2015 we started exploring what a cloud strategy would look like for Spotify."[1]

So they would have been running on bare metal through some of the biggest spikes in growth i.e launching in the US market. I don't think they bought in any more or any less than anyone else who transitioned from bare metal to cloud and for probably the same reasons.

[1] https://engineering.atspotify.com/2019/12/views-from-the-clo...

A "fraction" of 20 million is still a lot of salary runway though. They were paid out on 2.5 years worth of that 20 million dollar deal. Even if their deal's earn out was only million dollars a year for 20 years it would be 2.5 million. Of course no earn out period is that long so it's likely they were paid out much more than that.

Tidal was sold to Block. The sale itself was somewhat controversial and there was a lawsuit filed as a result, albeit unsuccessful. See:

https://www.reuters.com/legal/judge-dismisses-lawsuit-over-b...

I also think that alot of those Tidal jobs were probably eliminated in Block's own layoffs. See:

https://sfstandard.com/2023/11/08/block-square-cashapp-layof...

>"The big 3 record companies have negligible investments in Spotify":

This was not always the case however. The big 3 historically had interest at over 6% and they took money off the table only recently. [1]

>"Even if they did have a non negligible interest in Spotify, that is not the reason it is a non starter. It is a nonstarter because everyone wants to listen to music owned by the big 3 record companies."

Yes we are saying the exact same. I clearly stated that losing that licensing would be catastrophic.

[1] https://archive.is/KaI0X

In a competent management culture plans of impending downsizing would have been communicated to hiring managers and they would have adjusted their open reqs. It is not uncommon to be told during the interview process that a role has been frozen. It's personally happened to me on 3 occasions.

I agree in theory but practically this is a non-starter as the big 3 record companies are also investors in the company. Even if they weren't however the downside risks of the big 3 not agreeing to renegotiate licensing in the future would be catastrophic to Spotify. This is where I think Tidal got it right both in terms of a business model and something that was good for artists. It's a shame what became of Tidal.

>They didn't hire "for the sake of hiring" -- they hired specifically to build up their podcasting and audiobook efforts, which were totally new products within the app. Which they thought were essential to staying competitive -- e.g. what if people start moving over to Amazon instead with its Music+Wondery+Audible, or other competitors?

If this were true then wouldn't the cuts be limited to the podcasting and audiobook arms of the company i.e. the source of the overstaffing? The announcement however states the cuts are across the entire company - "To align Spotify with our future goals and ensure we are right-sized for the challenges ahead, I have made the difficult decision to reduce our total headcount by approximately 17% across the company."

Wow, it's pretty wild that an unprofitable company spent a billion dollars on share buybacks.

They also signed a deal with Meghan Markle and Prince Harry that was worth 20 million. They agreed to part ways in June. I'm guessing the reason was that it failed to deliver financially. See:

https://archive.is/Hgh3V

Wait, you were hired and laid off in the same week? I'm really sorry that happened to you. The fact that that was allowed to happen suggests a very dysfunctional and incompetent management culture.

What is "RLHF" here?

Wow, what a mess. Thanks for the recap. So is the Tanzu product going away then and were they hit hard in these layoffs?

>" They rolled all these acquisitions into a single business unit to sell (formerly) Pivotal Cloud Foundry (PCF), Pivotal Container Service (PKS), and other products in an on-prem, enterprise PaaS offering."

So what happened to Heptio exactlY? Were they combined with Pivotal and spun-off?

I love the API and response times! I had a few questions:

Might you open-source this in the future?

Were you already comfortable in Rust or is there a reason you selected Rust for this project i.e performance and so plans to offer this as commercial product?

How often are RIPE info and MaxMind data updated these days or is that the 8 hours?

Thanks for sharing!

Isn't the scale proportional though as Elon has 6 companies and Taylor has only 1?

Fascinatingly Taylor Swift has convinced her fans to rebuy re-recorded versions of all of her earlier albums. Not just one album either. So far it has been 4 of them with 6 in total. Her justification of this is purely capitalistic. This is kind of unprecedented, and the success of this for her has been quite spectacular.

See:

https://time.com/5949979/why-taylor-swift-is-rerecording-old...

https://www.nytimes.com/2023/11/06/arts/music/taylor-swift-1...

https://www.billboard.com/lists/taylor-swift-taylors-version...