China’s tech company Unitree recently unveiled the H2-X, a robot with serious kung fu skills! 🥋 From flying kicks and elbow strikes to forward rolls, lifting a car with bare hands to rescue someone, and even fighting off attackers, this robot packs some serious power. #Tech# #Unitree# #Robotics# #AI#

So my tech company in SF had an early Halloween party tonight and I guess I’m being written up and most likely fired for my costume. Everything you’ve heard about there being a “vibe shift” here is bullshit, cancel culture is alive and well. I moved here from NYC because I found the corporate life there to be full of censorship and wanted to be around people where I could authentically speak my mind and express myself. I thought my howling mutant costume would be hilarious because most of my coworkers are super online. Maybe I shouldn’t have read all his most notorious tweets out to everyone? I don’t know.

Every serious frontier tech company - big or small - should assume it has insider threats. And they don’t need to be that sophisticated. I saw it in government. I saw it with crypto. OpenAI is the latest. Founders tend to assume good intentions while speaking about some of their most sensitive information out loud: capabilities, unreleased products, strategic plans, government relationships. Employees are the most obvious vector. The more sophisticated operations target founders, execs, and vendors through romantic, family, and social relationships. And on small teams, one compromised person can do a lot of damage. With former federal prosecutors and ex-FBI agents as part of our team, we spend a lot of time on these issues. Here’s some of what we’re telling our founders: 1. Expect to see more private-sector versions of SCIFs and clearances, where the most sensitive conversations and work are physically isolated and under stricter access controls. 2. Agencies may know about a specific insider threat at a company but can't share that info unless someone at the company holds a clearance like TS/SCI. Lead times to get a clearance are long. Plan now. 3. Restrict access to sensitive meeting schedules, disable unused ports on conference-room equipment, and regularly sweep rooms used for confidential discussions for surveillance devices. You don't need OpenAI's budget to be ready. But you do need to start.

Every VC-backed tech company is hiring a Head of Content right now. If you’re someone who is: > chronically online > understands how to engineer virality > can build distribution without spending millions on ads You have a skill set that companies are willing to pay $50k+ a month for.

every VC-backed tech company wants to hire A players. the problem is that the best people in tech are also some of THE most sought-after talent in the world. they either have companies throwing insane amounts of money at them to join, or they're already making more money building their own businesses than they would working for yours. so how do you actually convince exceptional people to come work for you? the traditional strategy was to recruit people with polished resumes who held senior positions at some of the biggest companies in the world. but working at a successful company doesn't necessarily mean you contributed much to its success. people often get credited for building companies they actually played a relatively small role in growing. instead of chasing impressive job titles and big names on a resume, i'd rather recruit people who are extremely high agency, young, hungry, and care more about their learning curve than their income trajectory. i call this the hiring "mini future CEOs" strategy. find people who: 1) treat your company like it's their own 2) take initiative without needing someone to tell them what to do 2) have the capability to build and run their own mini business within your organization i'll use myself as an example. over the last 6 months, i've generated 20M+ views through X and built a strong understanding of marketing and distribution. but when i first joined Flex, i had barely 2K followers and nowhere near the experience i have today. what made the difference was being given the freedom to experiment, make mistakes, and take ownership of things that someone my age would rarely get the opportunity to work on. and i think more founders should approach recruiting this way: there are a LOT of incredibly smart, ambitious young people who would gladly take a lower salary for the opportunity to work directly with exceptional founders, take real ownership, and learn how to build a company from the inside. instead of competing with hundreds of companies to recruit someone who's already A+ talent, find someone with A+ potential who just hasn't had the experience or opportunity to prove themselves yet. give them the right mentorship, guidance, and freedom to build, and you will end up with someone who's not only exceptional at their job, but far more loyal to your company than someone you had to outbid everyone else to hire.

Theres this local tech company that built a good enough agent harness a while back but never took off/had momentum. I realized only the founder/curated team that’s a little crazy that can move mountains to create crazy momentum. They didnt have that kind of ppl.