Ajibz

Love 👨🏾‍💻 & 🏀 #LetsGoHeat🔥. Likes serve as bookmarks not endorsement!

[Ajibz @Ajibz]

@TheDunkCentral @TheSteinLine They can have Herro

[Ajibz @Ajibz]

@GergelyOrosz @khaaleel0001 Plot twist, they may have copied your post directly from your site.

[Ajibz @Ajibz]

@Dion2a2 @AskMichaelTaiwo But was this person recognized for this achievement and their approach? Very likely the approach didn't win them many allies, while the approach of the others from failed projects would have, and also led to more recognition and responsibility.

[Lenny Rachitsky @lennysan]

My biggest takeaways from @stewart:

1. Product design is about creating understanding, not removing friction. Teams obsess over reducing friction and removing steps, but 70% to 80% of product design challenges are actually about helping people *understand* what your product does and what to do next. Users arrive barely interested and confused about what you offer. If they can’t quickly grasp what they’re looking at, they’ll leave. Making confusing things faster just gets users to the exit quicker. The mantra should be “Don’t make me think,” not “reduce friction.”

2. You’re not selling features—you’re selling outcomes. Nobody wants a saddle; they want to go horseback riding. Nobody wants a hammer; they want something built. People understand cars and beer without explanation, but new software needs an explanation of both what it is and why people should want it. Slack wasn’t selling messaging features—it was selling better team coordination and reduced email chaos. If you can’t articulate the transformation your product creates in people’s lives, you’re just listing features.

3. Organizations naturally fill with fake work that looks exactly like real work, what Stewart calls “hyper-realistic work-like activities.” Meetings to preview deck slides, analysis of tiny feature differences, elaborate processes around insignificant decisions. People aren’t stupid or lazy; they’re responding to having more workers than valuable work to do. Leaders must continuously ensure there’s enough clearly valuable work and explicitly say no to projects that can’t possibly generate meaningful impact.

4. The value of a feature exists on a "utility curve." There’s the initial flat zone where a feature is too weak to matter, then a steep rise where it brings users to the "aha" moment, then the value levels off where improvements don’t matter much anymore. Teams often give up in the first flat zone or waste resources in the third. The key question isn’t whether you have a feature, but whether you’ve invested enough to reach the steep part of the curve where it becomes genuinely valuable.

5. Small conveniences create emotional connections that drive word-of-mouth growth. No one switches products because of a good time-zone picker or smooth password recovery, but these details make users love or hate your product. Slack grew largely because people who used it at one company would join a new company and advocate strongly for adopting it. That advocacy came from accumulated small delights, not major features.

6. The “owner’s delusion” explains why bad experiences persist everywhere. Restaurant owners create terrible websites even though they’ve experienced the frustration of visiting other terrible restaurant websites. Business owners assume visitors care deeply about their product, when in reality people arrive distracted, in a hurry, just above the threshold of caring at all. The solution is to regularly step back, pretend you’re a normal person with limited time and patience, and honestly evaluate if your product makes sense.

7. Only pivot after exhausting all reasonable ideas. The right time to pivot isn’t when things get hard—it’s when you’ve genuinely tried every non-ridiculous approach and can coldly, rationally assess that the expected value has dropped below alternatives. Pivoting is humiliating because you’ve convinced investors, employees, and users of a vision you’re now abandoning. That emotional cost means most people either pivot too quickly or wait until they run out of money.

8. Treating customers and employees with extraordinary generosity creates a competitive advantage. Slack pioneered fair billing (not charging for unused seats), gave free credits during Covid, and automatically refunded customers for downtime without their asking. This wasn’t just ethics—it helped attract better employees, created positive stories, and built long-term customer loyalty. The mantra was “In the long run, the measure of our success will be the amount of value we create for customers.”

[Ajibz @Ajibz]

@karrisaarinen This is soo true, everyone acts like ChatGPT happened overnight even though they were stealth for almost a decade. Making everything urgent can't mask the lack of direction. I can't recall many products today that were born out of 996.

[Ajibz @Ajibz]

So many nuggets from this, I wasn't sure which one to quote. A well written reflection on quality vs speed.

"Quality without speed becomes perfectionism, a kind of fear disguised as craftsmanship. Speed without quality becomes chaos, a kind of laziness disguised as urgency"

[Abdulhamid Hassan @ijbguy]

Quality is who you are.
Speed is what you choose.
https://t.co/MuAdWu4Ppk

[Ajibz @Ajibz]

@Edd_cap @TheNBACentel @grok Its true now 😁

[Borderless @onBorderless]

The best ideas don’t happen in boardrooms, they take shape in conversations among the right people.

Join founders, investors & ecosystem builders at the Nairobi Ecosystem Sherehe. Food. Drinks. Connections that count.

Aug 30th | 3PM | Nairobi

RSVP- https://t.co/DTnOqkkckZ

[Lagos Startup Week @StartupLagos]

#HappeningNow

Women Who Launch powered Fireside chat with @YemiKeri and @IsiomaUtomi

#DND #LSW25 #PrimeStartups

[Ajibz @Ajibz]

Join me on June 26th at the AI Tinkerers Dublin event as I explore how to build advanced AI agents using a pure Kotlin framework. Discover how Koog integrates with leading LLMs and enables custom tool creation for real-world applications. Don’t miss it! https://t.co/cFWDFbACOh

[Adedayo Makinde @Daydah]

I just published The Untold Story of Nigeria’s First Multi-Platform Mobile App https://t.co/Bd44vjN80i

[Ajibz @Ajibz]

https://t.co/20enfGq7aB

[Ajibz @Ajibz]

@dhh Can you share how your servers are being managed? Are you building your own "data center" or leveraging an existing one to host your servers?

[Gergely Orosz @GergelyOrosz]

One thing that really bugs me about VCs and others projects claiming how AI will mean many devs redundant because smaller teams can do more with less: is ignoring the last.

Some of the most impactful / successful software was built by tiny teams in the 80s, 90s, 2000s. Like:

[Ajibz @Ajibz]

https://t.co/stX4ufWLfM

[Ajibz @Ajibz]

The new normal... "Now, companies aren't just making these changes; they want to be seen making them." https://t.co/K9zyeR91S9

[Andrew Ng @AndrewYNg]

Some people today are discouraging others from learning programming on the grounds AI will automate it. This advice will be seen as some of the worst career advice ever given. I disagree with the Turing Award and Nobel prize winner who wrote, “It is far more likely that the programming occupation will become extinct [...] than that it will become all-powerful. More and more, computers will program themselves.”​ Statements discouraging people from learning to code are harmful!

In the 1960s, when programming moved from punchcards (where a programmer had to laboriously make holes in physical cards to write code character by character) to keyboards with terminals, programming became easier. And that made it a better time than before to begin programming. Yet it was in this era that Nobel laureate Herb Simon wrote the words quoted in the first paragraph. Today’s arguments not to learn to code continue to echo his comment.

As coding becomes easier, more people should code, not fewer!

Over the past few decades, as programming has moved from assembly language to higher-level languages like C, from desktop to cloud, from raw text editors to IDEs to AI assisted coding where sometimes one barely even looks at the generated code (which some coders recently started to call vibe coding), it is getting easier with each step.

I wrote previously that I see tech-savvy people coordinating AI tools to move toward being 10x professionals — individuals who have 10 times the impact of the average person in their field. I am increasingly convinced that the best way for many people to accomplish this is not to be just consumers of AI applications, but to learn enough coding to use AI-assisted coding tools effectively.

One question I’m asked most often is what someone should do who is worried about job displacement by AI. My answer is: Learn about AI and take control of it, because one of the most important skills in the future will be the ability to tell a computer exactly what you want, so it can do that for you. Coding (or getting AI to code for you) is a great way to do that.

When I was working on the course Generative AI for Everyone and needed to generate AI artwork for the background images, I worked with a collaborator who had studied art history and knew the language of art. He prompted Midjourney with terminology based on the historical style, palette, artist inspiration and so on — using the language of art — to get the result he wanted. I didn’t know this language, and my paltry attempts at prompting could not deliver as effective a result.

Similarly, scientists, analysts, marketers, recruiters, and people of a wide range of professions who understand the language of software through their knowledge of coding can tell an LLM or an AI-enabled IDE what they want much more precisely, and get much better results. As these tools are continuing to make coding easier, this is the best time yet to learn to code, to learn the language of software, and learn to make computers do exactly what you want them to do.

[Original text: https://t.co/HdI3Jb9HmF ]

[Alma Asinobi @almaasinobi]

I’m attempting to break the Guinness World Record for the fastest time to visit all 7 continents 🚀

From Antarctica all the way to Australia in 70 hours with my Nigerian passport!! 🇳🇬✈️

Follow me @almaasinobi for updates on this adventure 🫶🏽

#AlmaChasingContinents #7in70 #GWR

[Ajibz @Ajibz]

@0x Assuming the cycle continues, logically at some point the delivery speed will slow or the tech debt gets high enough that it impacts the products reliability/usability.

[Ajibz @Ajibz]

@0x Speed typically wins. I would replace quality with flexibility. Hoping this is less subjective. As teams deliver with speed, flexibility in future iterations typically reduces, building tech debt consciously.