Windsvoll

AI Filmmaker - 20y in Tech, Product and Film

[Amagi Life @AmagiLife]

70-80% of eco-villages fail for the same reason startups do. They don't build something people actually want. @Windsvoll says the product was never the land or the buildings. It's belonging.

Full episodes on YouTube and Spotify 🎙️

[Windsvoll @Windsvoll]

Some selected AI film work - open for more work

[Anish Moonka @anishmoonka]

Block just cut 4,000 people while posting its best quarter in company history. The stock jumped 23%. But the real story is what made this possible.

Block built an open source AI agent called Goose (powered by Anthropic’s Model Context Protocol) and deployed it across the entire company. One engineer says 90% of his code is now written by Goose. Non-technical teams are using it to write SQL queries, close support tickets, and manage inventory without waiting for engineers. Block’s CTO told Lenny’s Newsletter it saves employees 8 to 10 hours per week. When you multiply that across thousands of people, you start to understand how a company can look at its org chart and realize half the seats are redundant.

The financial proof is hard to argue with. Q4 gross profit hit $2.87 billion, up 24% year over year. Cash App grew 33%. Operating income went from $13 million to $485 million in twelve months. Block raised its 2026 outlook to $12.2 billion in gross profit. All of that growth came while the company was already quietly shrinking, down from 13,000 employees in 2023 to 11,000 by late 2025.

Now Dorsey is taking it to its logical conclusion. Block with 6,000 people generates roughly the same revenue as Block with 13,000. That’s not a guess anymore, the Q4 numbers proved it. Revenue per employee just doubled overnight. The company goes from ~$2.2 million per employee to ~$4.2 million, putting it closer to the efficiency ratios of companies like Shopify and Stripe.

Three weeks ago Bloomberg reported Block was cutting “up to 10%.” Three weeks later: 40%+. Dorsey saw Q4 numbers strong enough to absorb $450 to $500 million in severance costs and went all in. He’s betting that smaller teams with AI tools will outperform larger teams without them. And Block is one of the few companies that actually built the AI tooling internally before making the cut, rather than waving at “AI transformation” as a vague justification.

The severance package (20 weeks salary plus tenure bonuses, equity through May, 6 months healthcare, $5,000 stipend) is above average for tech. The company ended 2025 with $9.2 billion in liquidity. Dorsey kept communication channels open through Thursday and hosted a live farewell session. For a cut this deep, the execution was more transparent than most.

This is probably the first major case of a public company explicitly restructuring around AI productivity gains it can actually measure. If Block’s bet works, every CEO with an AI roadmap and a bloated org chart is going to be watching very closely.

[jack @jack]

we're making @blocks smaller today. here's my note to the company.

####

today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone.

first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay.

we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly.

i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures.

a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers.

we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold.

to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward.

to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow.

jack

[Windsvoll @Windsvoll]

@LinusEkenstam How long are you here for?

[Nervape 🦍🦴 @Nervapes]

🦍 Tomorrow! Nervape x ETH Chiang Mai — One-Day Only Exhibition & Speaking Event 🐘

Monday, Dec 8 • 3PM–10PM • Chiang Mai, Thailand

Our one-day-only Nervape showcase at @4SeasDeSoc Nimman Coworking Space happens tomorrow for @ETHChiangmai opening day! Nervape founder @Nervape77 will also be speaking on stage, sharing the Nervape journey and key insights with the ETH Chiang Mai community at 6PM.

Here’s a sneak peek from our booth setup. We’ll be displaying exclusive Nervape figures, artwork, our Global Artist Collaboration Series, and will have limited edition in-person items for pre-order/purchase (while supplies last!). 🌈

Don’t miss this one-day event! Listen to our founder, meet the Nervape team, and see what we’ve been building. Come hang with us. 🦧

🖼️ Event: Nervape x ETH Chiang Mai
📍 Location: 4Seas Nimman Coworking Space, Chiang Mai
🗓️ Date/Time: Dec 8 (Mon), 3PM–10PM, Echo speaks at 6pm.

Ape In. Build Out. See you tomorrow. 🌍

#Nervape #ETHChiangMai #4Seas #ChiangMai #Thailand #ApeInBuildOut #GlobalTour #DigitalPhysical #Collectibles #Web3 #Blockchain #ColorVibes #Nervape3x #PopUp #ChiangMaiEvents

[Windsvoll @Windsvoll]

@balajis They are not interested in innovation.
Been the curse of operating in SEA.

Lots of MBA’s little smart creatives. SF always had a dash of fine art to it.

[Balaji @balajis]

The man who wants to be CEO, because he gets to be important, should not be CEO.

The man who does not want to be CEO, because he gets the importance, should be CEO.

[Windsvoll @Windsvoll]

@aliceapeshit Love it! ❤️

[Windsvoll @Windsvoll]

@balajis This explains why I enjoy following this dude’s thinking so much.
The only game I’ve ever been obsessed with: Civilization.

[Ofer Rotem @oferrotem]

Talking at Devconnect, Buenos Aires, on Nov 21st, 12:30pm.

Join me to participate in a talk about:
Regenerative Tokenomics: Designing Village Economies That Reward Community Contribution Over Speculation

Would love to share our ideas at Amagi and hear from others theirs.

[Windsvoll @Windsvoll]

@TimurNegru I’m busy with @AmagiLife in north of Thailand but Norway needs a flag planted as well. I might have the land.

[Ofer Rotem @oferrotem]

Inequality thrives when wealth building is reserved for those who already have capital. Amagi's shared equity model lets residents earn ownership over time; no large down payment needed.
Democratizing access to assets = reducing inequality from the ground up. 🏡✨ 🧵

[Daniel Ospina @_Daniel_Ospina]

People sometimes get confused with our name (RnDAO) thinking we're only building tools for DAOs.

The reality is that the name "DAO" ended up being associated to organisations controlled by delegates, after token airdrops, and using forums to debate proposals and vote.

We have never supported that organization and governance design as an ideal choice, and it's been frustrating seeing a word that once stood for organisational experimenting being reduced to it.

The organisational design we see taking off is what we call swarms: networks of teams, with cross ownership. Haier is a prime example of this.

But generally, there is a bigger transition to more networked organisations, out of which Swarms are perhaps the most powerful type, but not the only one.

There are also all kind of porous networks and collaboration patterns forming. With corporations becoming more swarm-y over time by breaking silos and turning into platforms instead of slow bureaucracies.

And freelance networks and SMBs also becoming more swarm-y by collaborating more.

We don't spect every org to become a full swarm. It's more of a trend driven by technological improvements, new mechanisms, and global connectivity and volatility. The context we live in favours more networked collaboration.

We build tools for that networked world of work. The early adopters are freelancers, SMBs, eco communities, etc etc. But also corporations and startups increasingly moving in that direction.

Sometimes DAOs adopt a tool, but they're rarely the early adopters these days. Most DAOs have become conservative and are tremendously difficult as customers.

We advise our ventures to pick other speartip markets.

We have been considering a name change for 2 years or so. But didn't prioritize it in 2024 and more recently we have been thinking but yet to find a great name.

Suggestions welcomed and the winner gets [new name] tokens :)

[Windsvoll @Windsvoll]

@NeuralViz Best I have seen it terms of writing. Bravo

[Justine Moore @venturetwins]

Another insanely good AI short from one of the best to ever do it.

Also I love this animation style - I’d watch a whole season of this…

[Windsvoll @Windsvoll]

@azed_ai

[Windsvoll @Windsvoll]

@elonmusk Working on next version

[Daniel Ospina @_Daniel_Ospina]

The essence of collaborating in a Swarm is that you can go further, faster than on your own.

That's what the @RnDAO__ model is designed to offer ambitious founders passionate about building the future of work

[Windsvoll @Windsvoll]

@praxisnation Building new portals for next civilization