fapi1974

My understanding (could be wrong) is that it's all open source and they don't keep any of the users' data themselves.

We would definitely have to make some product changes, but the pitch (which I kind of get) is that we differentiate by using a privacy-focused, non-profit identification method, thereby signaling we value our users' privacy. Given the issues with Clubhouse of late I think this could have value.

Sorry - my company is an audio social network. Because we don't use a camera for our live streaming many of our members tend to be shy and possibly privacy focused.

Technical pros and cons. They way it works is that when you use their login you get prompted to register with them, which is done using a phone number. From what I understand they do not keep the phone number, they just send my site a token that says "yep, this person = that phone number"

If you would like some advice I am more than happy to connect. I've written books on SaaS selling and SaaS customer success, and if nothing else know a lot of folks in the space.

Noticed the same - Noe's feeling like a ghost town.

Yes.

This happened to me. Luckily on a gmail account I don't use much - but it's a wakeup call for sure. Moving out of Google, finally, after years of being on the fence.

My solution is I read the Economist and the Sunday NYT (which admittedly skews too much these days but then I guess so do I). The 1 week lag gives things time to settle. And I love the ritual of the paper.

I find that big companies are like the world - good and bad. I can guarantee that somewhere in your FAANG is a fascinating, demanding project led by a charismatic boss with a high bar for achievement. People are likely to know what the project is and who is leading it. Go there! Believe me, if you are deliberate about it you can be on that project within 3-6 months, hitching your career to that leader, who, I also guarantee, is going places you also want to go.

You might want to consider some up and coming platforms where the competition is less intense, for now. On our platform, Spoon, if you stream for an hour you will definitely get listeners (it's audio only though). I think that dynamic changes as the platform grows.

Does anyone recall if Airbnb were one of the firms to institute more employee-friendly exercise windows? If so that takes some of the pressure off the decision.

They are definitely doing right by their employees, which is commendable.

This is an interesting question and one I hadn't thought of before. In the market for talent, degrees are just a signaling device. They help employers identify "the good ones." So schools build their signal by making it hard to get in, doing the prework of identifying the good ones. MOOCs, on the other hand, do the opposite - they let anyone in, so there is no signaling. It does seem like you should be able to create an online degree that mirrors this signal by marketing the hell out of how hard it is to get in and complete.

This is the most levelheaded comment I've see in this thread. Not least because I have literally never seen an ad run on either the Zoom website or the app. Moreover, Zoom is one of the most successful SaaS companies in the world because their unit economics on their basic business model (of selling premium subsriptions) is literally better than almost any other SaaS company out there: https://tomtunguz.com/benchmarking-zoom-s-s-1-how-7-key-metr...

On the pricing front, you may want to consider the fact that restaurants generally don't grow by adding tables. That means that with this pricing structure it will be very hard to move customers from free to paid. Your best bet is probably a free trial in this instance.

Just wanted to say this is what I was looking for in this discussion - people actually offering to help directly. Hope you can connect with OP.

Watched an interesting Ken Burns documentary on Prohibition the other day. At the time of banning alcohol it was blamed for all kinds of complex social issues, from the breakdown of the family to the loss of moral rectitude. Really, though, it was just a very visible scapegoat for things like changing economic structures (industrial revolution) and social structures (immigration).

To whit, my take is that the smartphone is the new opiate of the masses only to the extent to which it (and social media) are the newest things we like to blame for far more complex social problems.

Prediction: banning smartphones won't stop kids from being depressed, nor will regulating Facebook fix extreme nationalism.

The exclusion seems deliberate to me. If Moneyball highlights the gee-whiz process of constant optimization, that goes counter to the point of the article, which is about the more romantic elements of the game...and of life.

I read sarcasm

Great idea, love Unsplash and use it all the time.

For the sake of argument, I could see where stakeholder mapping (understanding what is expected of your from various parts of the org) is not really relevant until later on. That said...customers, team, CEO etc are stakeholders, so...

You know, what is interesting in all the responses I see here is how few people admit to feeling the same way. So I'll say it - I am also greedy. I also have to work on it. It's ok. More than anything, if you are aware of it you will work on it, and working on it will make you a better person.

The good/bad thing about going back to corporate is that the initial euphoria of stability and lack of stress offsets the frustration at meetings and politics. As the first declines, your ability to deal with and ignore the second increases. Equilibrium ensues until you next get the startup itch.

I think this is the simplest, most straightforward post on this topic I have read. Congratulations.

Every election I get that California "my vote doesn't count" feeling. Glad this is out there as an alternative.

Rich Dad, Poor Dad is lifechanging for a lot of people. Note that it focuses on real estate, but the lessons are spot on.

I just wrote a book on startups that touches on tech debt, and in your shoes I wouldn't freak out. All startups/companies acquire tech debt until they really find product market fit and something I call GTM fit. At some point you have to go back and fix it, but until your business trajectory is clear refactoring can be the wrong allocation of resources.

Litbit | San Jose | Full-time | www.litbit.com

Litbit is smartphone-based AI that anyone can train and use.

We are currently looking for front-end engineering talent to add to our team. FE + UI/UX is very key to our success, as it's important for us to deliver the ease and intuitive gains learned in the consumer space to the enterprise, in our product.

Here is our technology stack (in addition to our own open-source code:)

Front-End: React / Redux, React.Native, CSS, Javascript, HTML

Data Infrastructure: SMACK stack (Spark, Mesos, Akka, Cassandra, Kafka,) MQTT

In-Memory Compute / Datastore: Ignite, Redis.

Machine Learning: Combust, MLlib, Tensorflow

Systems: Amazon EC2, MS Azure and on-premise x86 / ARM based hardware

The functionality stack of our engine scales both horizontally, via cluster, as well as vertically-- from Cloud to on-premise & in-machine. With the huge data flow of IoT, processing at the right place is key.

Let me know if you'd be interested in meeting, either in person or via phone, to compare notes and learn more. You can email kal [at] litbit.com for more info.

Didn't see one of these for December. I work for www.litbit.com, where we are working on smartphone-based AI in San Jose, CA.

We are currently looking for front-end engineering talent to add to our team. FE + UI/UX is very key to our success, as it's important for us to deliver the ease and intuitive gains learned in the consumer space to the enterprise, in our product.

Here is our technology stack (in addition to our own open-source code:)

Front-End: React / Redux, React.Native, CSS, Javascript, HTML

Data Infrastructure: SMACK stack (Spark, Mesos, Akka, Cassandra, Kafka,) MQTT

In-Memory Compute / Datastore: Ignite, Redis.

Machine Learning: Combust, MLlib, Tensorflow

Systems: Amazon EC2, MS Azure and on-premise x86 / ARM based hardware

The functionality stack of our engine scales both horizontally, via cluster, as well as vertically-- from Cloud to on-premise & in-machine. With the huge data flow of IoT, processing at the right place is key.

If interested reach out to kal [at] litbit.com