Company culture
23 tweets
Some U.S. tech firms are beginning to recruit for so-called “996” roles—an intense work schedule borrowed from China’s startup culture that runs from 9 a.m. to 9 p.m., six days a week, per Forbes.
Naval Ravikant: “The future will be almost all startups” “I firmly believe that the efficient size of a company is shrinking very rapidly, and so the future will be almost all startups.” In the clip below from a 2012 interview, Naval speculates that information technology will reverse the centralizing force of economies of scale following the Industrial Revolution. “I think the contract work trend is going to increase, and I think the size of your average company is going to decrease. I think we’re going to see more and more billion dollar businesses built by four or five people, and it’ll stay at that.” He doesn’t think we’ll see many more companies like Facebook or Google with tens of thousands of employees: “I think any entrepreneur worth their salt could today build Facebook with a few hundred people… Facebook and Google are in the situation that large companies end up in where the founders know that 80% of the people are not really needed, they just don’t know which 80%.”
We should stop categorizing people as “technical” and “non-technical”
The reason why Anthropic is winning in product is precisely because they decided to FOCUS on: - Enterprise - Coding & helping people get work done They didn't try to go after consumer or compete with Google on multimodal or build hardware devices, other apps or whatever. Also the smart people I know seem to genuinely enjoy working there. Just my observations.
We’re looking for enthusiastic community builders who want to bring people together to learn, share, and grow. As a User Group Leader, you’ll host meetups, spark meaningful discussions, and help shape a thriving Cloudflare community in your region. Ready to make an impact? Apply to lead a Cloudflare User Group today! https://cfl.re/3MHdMZv
I've never been so jealous of a company. A full-time person sourcing inputs and teaching them.
Companies' internal tooling will become a set of Lovable apps with dependencies between them, all built by the people who actually use them.
Claude Code is meaningfully changing the roles we hire for @browsercompany, and what’s newly possible with the people we already have. We have designers putting up PRs left and right, non-engineers prototyping their own ideas, and engineers getting the leverage to try more experimental work (that often ends up working!) without negatively impacting the main things they’re on the hook for. In short, thanks to Claude Code, we’re running more experiments and learning faster. It feels like our entire team just got personal e-bikes to explore and paint with code. I know this sounds a little hype-y, but I’m sharing for other founders: Yes, AI thinkbois are annoying on X and it’s mostly noise, but this one is real. If you don’t work Claude Code-native ASAP your team’s going to get left behind (like fully embracing a mobile-native product in the early 2010s). We’re still grappling with what this will change about how we work and hire, but a few things are clear at @browsercompany going forward: - Compensation & talent bar. We will pay a premium for exceptional talent, especially people who are native to the Claude Code way of building. - Perks & processes. We will treat our teammates like a record label treats its artists: our job is to get them into flow, keep them in flow, and help more of their ideas ship. - Creative ambition & freedom. We will do fewer things as a company, but with a breadth and depth within those things — and tolerance for risky bets — that wasn’t previously possible. This also means hiring for new types of roles — to define, design, and oversee this new way of working. That’s why we’re opening a new “Design Producer” role. Someone to lead coordination for all of our product work on @diabrowser. The JD is now live on our jobs page, but the TL;DR is: you’ll coordinate the work of our world-class design team (and other creative collaborators). Especially how our product leaders and their work intersects with (a) other functions internally and (b) collaborators externally. It’s a “come run the record label” and “design the recording studio” role. Help us figure out how an AI-native design team runs, especially one that feels like you’re working with classmates on a creative studio project in college than tech company. The best part of this opportunity are the people you’d be working with. It’s a star-studded crew to learn from, empower, and collaborate with every day. Our designers built the original Medium product, headed up software design for Tesla, led Apple’s Safari browser, and were responsible for some of your favorite features in WhatsApp. Finally, this new “Producer” role is roughly modeled on Apple’s producer discipline. We’re eager to meet design leaders who want to try something more creative, newly-challenging, and IC-Y; or very senior designer ICs who want to coach and collaborate without intense people management. If this sounds interesting, please apply via the JD on our site, or reach out to @dustin or me (my DMs are open here).. You’ll work most closely with the two of us and @tfeener. Our ambition is for Dia to be a person’s primary workspace on their desktop computer. More importantly, we want to design our dream place to work for the next decade. Come help us shape it?
• 50 former founders work at Cursor • 35 former founders work at Notion What other companies do this?
truth is you can tell a lot about a company based on how hard it is to cancel their product
Someone asked me, "Why do you think YC demo day is far better than most tech events?" Me: "It feels more like a reunion, with far fewer aggressive pitches and requests to connect on LinkedIn." FWIW, I respect the hustle, but feel drained by highly transactional social environments. That's why I rarely go to tech events.
Paramount is launching a hostile takeover bid to buy Warner Bros. They are going directly to shareholders with a bid valued at $108.4 billion (Source: https://variety.com/2025/tv/news/paramount-hostile-takeover-bid-warner-bros-discovery-1236603175/…)
Everyone is freaking out about what @nikitabier has just said about replies. I mean, it’s pretty obvious isn’t it? Reduce the quantity. Increase the quality. I want replies to be value accrual, not deferral. I want them to be expansive, not redusive. Let's improve the conversations we’re having.
BREAKING: Apple’s chip chief Johny Srouji informed CEO Tim Cook he is seriously considering leaving the company and would likely continue his career elsewhere rather than retire. Apple is urgently pushing to keep him. He remains at least for now.
Apple Rocked by Executive Departures, With Chip Chief at Risk of Leaving Next
A lot of people build startups to win the lottery instead of building the thing they'd build if they’d already won. The companies I'm most drawn to are ones that founders build as machines to do the stuff they want to do with other people who do, too.
Anthropic's @_sholtodouglas says Dario Amodei's internal communication style is producing a compendium of essays in the company's Slack that will have effectively charted the history of AGI once we get there. "He has a really, really cool communication style. He quite frequently puts out very well-reasoned essays. And throughout Slack, we'll have giant essay-length debates [about them]." "The essays are really nice because you can go back and read all the past ones, and it tells the history of Anthropic." "In many respects, it will be one of the better things, a decade from now, to chart the history of AGI. We'll be reading these compendium of essays." From his appearance on the show last month.
.@nicolasosharp, CEO of @attio, on how the founder role changes: 0-20 people: "You do everything. While you wait for code to run, you log into Xero and do accounting. While walking to coffee, you answer Intercom tickets. It's this crazy cycle." 20-50 people: "You should have a team much better than you at everything. The role shifts to building the team, setting vision, keeping the company solvent. Hire great people, don't run out of money." 50+ people: "At 50 people, I could tell you what anyone was doing that day. That doesn't work past 50. You have to build systems for context and information dissemination. Be very thoughtful about culture." Founder at 10 people vs 50 people vs 100 people: Completely different jobs.
