Brian Kuenzi

Coordinator of Falconry. Tweets/Opinions are my own and should not be read.

[Brian Kuenzi @bkuen2]

🐐 - not all heros wear capes. Sometimes they wear suits and @UnderArmour sneakers @JayBilas everyone 👏🏻 https://t.co/NLpRMsshEI

[Jay Bilas @JayBilas]

@bkuen2 @WeiserBrad @KirkHerbstreit @universityofga Because athletes are exploited and NCAA policies fail the laugh test. They are illogical to the point of hypocrisy.

[Brian Kuenzi @bkuen2]

@iandmacomber @tryramp The person should also be familiar with @ole_b_peters work around ergodicity 😉

[Brian Kuenzi @bkuen2]

@spotgamma Dispersion?

[Citrini @citrini]

people don’t realize how heavily subsidized AI is right now

your o3 prompts probably cost more in electricity alone than your subscription fee

remember when uber was awesome and cheaper than a taxi? yeah, that.

[Brian Kuenzi @bkuen2]

@profplum99 Will the prof make his way through Raleigh? 🥃

[Bleacher Report @BleacherReport]

Malik Nabers' reaction to the Cowboys trading up and drafting Caleb Downs 👀

[Brian Kuenzi @bkuen2]

@VolSignals

[Jeff Jackson @JeffJacksonNC]

We just won.

Ticketmaster / Live Nation was the biggest antitrust case in years. A jury just ruled for us on all claims.

We brought this case with a big group of AGs and USDOJ - until last month, when USDOJ cut a backroom deal with Live Nation in the middle of the trial and bailed.

We rejected their deal, finished the trial, and now a jury has found that they’ve been operating as an illegal monopoly and used their power to unlawfully raise ticket prices on you.

This is a huge win for consumers and artists, but it also sends a message that we can still take on monopolies - and win.

But we aren't done yet. The case now moves to a second phase where the judge will determine the specific remedies needed to dismantle Ticketmaster’s grip on the industry.

Our goal is simple: restore real competition, end the abuse of consumers and artists, and bring fair pricing back to live entertainment.

[PlayStation Nostalgia @PlayStalgiaX]

They just don't make sports games like this anymore

[Aaron Levie @levie]

Another week on the road meeting with a couple dozen IT and AI leaders from large enterprises across banking, media, retail, healthcare, consulting, tech, and sports, to discuss agents in the enterprise.

Some quick takeaways:

* Clear that we’re moving from chat era of AI to agents that use tools, process data, and start to execute real work in the enterprise. Complementing this, enterprises are often evolving from “let a thousand flowers bloom” approach to adoption to targeted automation efforts applied to specific areas of work and workflow.

* Change management still will remain one of the biggest topics for enterprises. Most workflows aren’t setup to just drop agents directly in, and enterprises will need a ton of help to drive these efforts (both internally and from partners). One company has a head of AI in every business unit that roles up to a central team, just to keep all the functions coordinated.

* Tokenmaxxing! Most companies operate with very strict OpEx budgets get locked in for the year ahead, so they’re going through very real trade-off discussions right now on how to budget for tokens. One company recently had an idea for a “shark tank” style way of pitching for compute budget. Others are trying to figure out how to ration compute to the best use-cases internally through some hierarchy of needs (my words not theirs).

* Fixing fragmented and legacy systems remain a huge priority right now. Most enterprises are dealing with decades of either on-prem systems or systems they moved to the cloud but that still haven’t been modernized in any meaningful way. This means agents can’t easily tap into these data sources in a unified way yet, so companies are focused on how they modernize these.

* Most companies are *not* talking about replacing jobs due to agents. The major use-cases for agents are things that the company wasn’t able to do before or couldn’t prioritize. Software upgrades, automating back office processes that were constraining other workflows, processing large amounts of documents to get new business or client insights, and so on. More emphasis on ways to make money vs. cut costs.

* Headless software dominated my conversations. Enterprises need to be able to ensure all of their software works across any set of agents they choose. They will kick out vendors that don’t make this technically or economically easy.

* Clear sense that it can be hard to standardize on anything right now given how fast things are moving. Blessing and a curse of the innovation curve right now - no one wants to get stuck in a paradigm that locks them into the wrong architecture. One other result of this is that companies realize they’re in a multi-agent world, which means that interoperability becomes paramount across systems.

* Unanimous sense that everyone is working more than ever before. AI is not causing anyone to do less work right now, and similar to Silicon Valley people feel their teams are the busiest they’ve ever been.

One final meta observation not called out explicitly. It seems that despite Silicon Valley’s sense that AI has made hard things easy, the most powerful ways to use agents is more “technical” than prior eras of software. Skills, MCP, CLIs, etc. may be simple concepts for tech, but in the real world these are all esoteric concepts that will require technical people to help bring to life in the enterprise.

This both means diffusion will take real work and time, but also everyone’s estimation of engineering jobs is totally off. Engineers may not be “writing” software, but they will certainly be the ones to setup and operate the systems that actually automate most work in the enterprise.

[Brian Kuenzi @bkuen2]

It’s fun to watch @JayBilas make logical and really simple statements to a panel of “experts” whose 🧠 can’t compute bc they are trapped in dogma.

Brilliant as always. 🤝

[Langston Wertz Jr. @langstonwertzjr]

Jay Bilas fixes college basketball in just a few minutes. The NCAA should listen to him

[Langston Wertz Jr. @langstonwertzjr]

Jay Bilas fixes college basketball in just a few minutes. The NCAA should listen to him

[Big Brain Business @BigBrainBizness]

Airbnb CEO Brian Chesky on why your company has too many meetings (and it's not what you think)

Most companies blame meeting overload on bad habits, weak managers, or poor scheduling. @bchesky thinks they're looking in the wrong place entirely.

The real culprit is simpler and harder to fix than any of those things. You just have too many people.

"The reason there's too many meetings in a company isn't because they don't have meeting-no-meeting Wednesdays. It's because they have too many people. People create meetings. And the best way to get rid of meetings is to not have so many people."

His argument runs deeper than headcount management.

It's about what happens when you hire people who aren't truly excellent and what those people inevitably do next.

You've probably heard the classic line: A-players hire A-players, B-players hire C-players. Chesky amends it:

"B players hire lots of C players — not just a few, but a lot. Because those are the kind of people that like building empires."

The reason is structural, not personal. A person who can't do the job can't hire someone better than themselves, so they hire down. Then they need two or three of those people just to cover the gap.

Those people scatter, pulling in different directions, and suddenly you have more meetings, more overhead, and less output.

Chesky's response at Airbnb was surgical. He removed layers of management and returned to a functional structure with one strict rule:

You can only manage a function if you're actually an expert in it.

"The head of design has to actually manage the work first. You don't manage people. You manage people through the work."

He credits this thinking to Jony Ive. At most tech companies, heads of design manage the people rather than the design itself, a separation Chesky found completely incoherent.

"How can you manage the people separate from the design? Jony Ive would say, 'No, my main job is to manage the work. I build a team and we design together, but I'm mostly looking at the work. I'm not having career conversations all day long. That's crazy.'"

Lean means every person is genuinely excellent and led by someone embedded deeply enough in the craft to judge their output.

When that's true, decisions move faster and work gets evaluated on its merits.

Most companies treat meeting overload as a scheduling problem.

Chesky thinks that's the wrong diagnosis entirely, and until you address the root cause, no policy is going to fix it.

[Dr. Rhonda Patrick @foundmyfitness]

Success doesn’t truly make us happier. Why?

Our neurobiology is wired for progress, not arrival. The dopamine system rewards the pursuit. Once a goal is reached, the brain resets and the target moves.

It’s what @arthurbrooks calls the “striver’s curse.” You work relentlessly toward a goal believing it will bring lasting satisfaction, but when you get there, the feeling fades quickly. The trap is thinking the answer is more (more success, money, weight loss, etc).

A better framework: Satisfaction = what you have ÷ what you want.

Most people try to increase the numerator. But the more powerful lever is reducing the denominator (wanting less).

[Video Game History @VideoGameHstry]

POV: You're getting ready to make your first theme park in RollerCoaster Tycoon in '99

[BuccoCapital Bloke @buccocapital]

People asked why I was so blown away by Claude Cowork, so I thought I’d puke some quick thoughts out

The true promise of Claude Cowork, and ultimately any sort of agentic, AI powered workflow tool is to realize the perfect embodiment of the organization as described by Peter Drucker, who famously said:

“Because the purpose of business is to create a customer, the business enterprise has two--and only two--basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs”

Build the product and generate demand. That’s what drives value. Everything else is a cost

If you’ve never worked in a large organization, it’s hard to truly explain how many “costs” there truly are, and how many of those costs are just a coordination tax.

Take the launch of a new software product: The business needs to document how the product works, where it breaks and has errors. The support reps need to know how the support it. The onboarding and implementation team need to learn how to set it up. The Account Management team needs to learn how to upsell it and drive value through adoption. The sales team needs to learn how to sell it. The marketing team needs to position it in the marketplace and run campaigns about it. The partner network needs to learn it

The amount of coordination, repackaging, enablement, internal distribution etc is. Absolutely. Staggeringly. Enormous. Hundreds of people involved. Thousands at larger businesses.

Every one of these businesses have created convoluted templates and processes to document, enable, support, service, and sell

Now imagine taking all the market research, customer feedback, data, decisions, positioning, and yes, code, and cascading that automatically through the organization, repackaged using the templates that have already painstakingly been created and refined and honed through hundreds of launches, to the relevant team with the correct context and packaging, directly into the hands of actual internal or external end user

That’s the world that just got way, way, way closer to reality. In fact, the main reason it won’t happen any time soon are the people, many of whom will fight tooth and nail against this automation because they will fight like crazy to protect the status quo

This is why you are already seeing AI-native startups move so quickly. Because product launches are cascaded through the organization and out to the customer with way less friction than incumbents can ever dream of

Incumbents are going to have to whip their companies into the AI era. Their employees will not go willingly. But the future is here, and the startups are moving way, way faster

[Michael Green @profplum99]

I think this is "right," but temporary. These are the "guaranteed six figure job" MIS network engineers from 1999-2000. Nobody knew how to configure a LAN/WAN/router/hub/etc. Bend... and snap...

[Jomboy @Jomboy_]

Basketball coach screams at her player to motivate her, a breakdown

[Jim Garren @JimmyGgolf]

Enough of this rated, underrated, overrated #Golf course stuff. Best golf areas per season from my personal tournament experiences

All year - Central California Coast
Winter - Hawaii, SoFlo, Palm Springs
Spring - Georgia
Summer - Midwest, Northeast
Fall - Midwest, Tennessee

[Hari P. Krishnan @HariPKrishnan2]

Please find a complete draft of our "Passive Breaks the Market" article below. There are likely couple of typos, but hopefully this will get the conversation going!

Cheers, Hari

@profplum99 @StephanSturm

https://t.co/6UUE6xDhBG