dumazet

ngl just here to learn and vibe 🤝

[dumazet @chelra75]

@Bakytbe08152284 @twisthdrr fair but the whole framing is still "the skill is dying" which feels premature. terminal is faster for him, he admits it

[Steve · AI @stev_builds]

https://t.co/r2Swx7D9ly

[stevenmarkryan @stevenmarkryan]

In case you need a reminder of the INSANE scale and AMBITION of the Terafab project:

I've put together a supecut of Elon Musk's Terafab announcement back in March 2026.

Worth watching again following today's EPIC update.

💪

p.s. MASS DRIVER ON THE MOON!

[dumazet @chelra75]

@stev_builds This feels like a slippery slope. What's next, AI doctors?

[dumazet @chelra75]

"In a world glued to screens, remember: the best connections happen IRL. Put down the phone, look up, and let’s actually socialize! 🌍💬 #SocialBalance #UnplugAndEngage"

[Steve · AI @stev_builds]

I think many small businesses approach AI from the wrong direction.

The first question shouldn’t be, “Which AI tool should we use?” It should be, “Where are we losing time every day?”

In most small businesses, the biggest inefficiencies aren’t obvious. They’re hidden in small, repetitive tasks—searching for documents, answering the same questions, rewriting similar emails, or relying on one person who “just knows how things work.”

AI can help with all of that, but only if there’s a system behind it.

If your knowledge is scattered, AI will surface scattered knowledge. If your processes are inconsistent, AI will simply make those inconsistencies happen faster.

For me, the best use of AI isn’t replacing people. It’s removing friction so people can spend less time searching for information and more time solving real problems.

Small businesses actually have an advantage here. They’re still flexible enough to build good habits before complexity sets in.

Don’t start with AI.

Start with better processes, better documentation, and better knowledge sharing.

That’s what makes AI valuable in the first place.

How is your business using AI today, creating real value or just saving a few clicks?

[Steve · AI @stev_builds]

Two posts ago I wrote about reviewing my team's work and finding facade. Yesterday I wrote about why the signal telling me that never arrived.

Both of those were written from the outside of my own story. I described a pattern without ever saying what it cost, or why I was looking in the first place.

So here's the actual sequence, in order. It doesn't start with a review process. It starts with phone calls I had to make to people who trusted me personally.

I sold this myself.

Not through a funnel. Through my own relationships. I went to people I actually know, friends and long-time contacts who run serious companies, and I talked them into implementing our software. That's my name on it, not the company's. They said yes because it was me asking.

Onboarding calls went well. Everything on track. This week we'll have it, next week the rest.

Then the deadlines started getting slaughtered. One after another. Every single one.

Running out of excuses.

There's a specific feeling when you get on a call with someone who owns a large company, who took a bet on you personally, and explain for the fourth time why the thing you promised isn't there.

The first time you have a reason. The second time a different reason. By the fourth you're just talking.

I ran out. Not out of patience, out of material. Nothing left to say that I hadn't already said to the same person about the same feature.

And I knew what the window was. Getting a company to implement something this disruptive, right now, with real conviction, is not a thing you can retry later. That door is open briefly. Burn it and you don't get a second slot with that person, and probably not with their peers either, because they talk.

I said this internally. Repeatedly, and not gently. We are losing credibility. I am out of excuses. The window does not stay open.

So I started doing QA on my own product.

At some point I stopped waiting for status updates and tested the software myself. Real material, actual confidential documents, the way a customer would.

Found bugs. Wrote them up. Handed them over. Then I moved on, because that's how it had always worked with these people.

The other backlog I could see. The customer implementation, the things the client was actually waiting on, pushed a week, pushed another week, pushed again. That one I chased constantly. Why isn't this moving. Why hasn't this been picked up. Always the same answer: he's on it, it's in progress, tomorrow, day after tomorrow.

So one backlog was visibly slipping and I was on it every single week. The other one, mine, I just assumed was handled.

Then the feedback stopped entirely.

Not pushback. Not disagreement. Silence. Messages going out and nothing coming back, or coming back three days later with nothing in it.

What I got instead came through the middle layer. They're all working. He's on it, he's fixing bugs, it's in progress.

And from my co-founder: they're all working hard, you're too strict, you're stressed.

He wasn't managing me. He believed it. And the reason he believed it is the part I only understood later. He'd gone into panic mode himself and was running multiple Claude Code instances day and night, personally dragging the codebase forward. Without either of us ever naming it, he had absorbed the entire output gap into his own hours.

So when I asked why someone wasn't producing, he'd say: he's working with you.

I had no idea he was.

That's the whole failure in one exchange. The shortfall that should have surfaced as a shortfall was being paid for quietly, in nights, by the person least able to see what he was covering. From where he sat, the work was getting done. He was the one doing it.

Why I didn't push harder.

My share in this isn't small and I want to be honest about it.

I know I run hot. I'm the founder who gets sharp when he's frustrated and I'm aware of it. Accusing someone of coasting when the work might just be untracked, sitting in a branch or a call or a thread I'm not in, is the kind of thing that permanently breaks something. Get it wrong about an actual performer and you've cut down someone who was carrying real weight, for nothing.

So every time, I chose to be wrong in the safer direction.

My gut was right from the very first slipped deadline. I overruled it deliberately, month after month, for a reason I still think is defensible on its own and was a catastrophe in aggregate.

Then the facade collapsed, and not because anyone confessed.

Our lead harness developer got sick. Serious, not negotiable, and he was right to step out.

My first reaction wasn't sympathy. It was panic. Most technically loaded seat in the company, gone, no plan.

So I opened his work myself. There was a new frontier model out that week with benchmarks that looked almost fake, so I figured I'd test it on something real while I was in there. Understand what he built, see what depends on what, keep it alive until I find a replacement. That was the whole plan.

I sat there about an hour and worked out that the harness was scrap metal.

Not outdated. Not "needs a refactor". Incomplete. Nowhere near best practice. Accuracy problems and coverage gaps everywhere, missing pieces at the front, the middle, the back. Put any current model on it for a five minute audit and it comes back and tells you this covers nothing. Because it doesn't. It was lari fari, held together by the fact that nobody ever checked.

Rebuilding it took two days, which was the second shock.

One agent researches, one plans, one executes, one verifies, one runs cross repo checks. Not a heroic sprint. Two days of focused work from a founder who splits his week between sales, BD, research and shipping code.

Two things made that possible and I want to separate them, because conflating them lets everybody off the hook.

One is that the frontier models right now are Super Saiyan. That's the word I used at the time. Not a technical assessment, just the noise you make when something you'd budgeted a month for takes an afternoon.

The other is that the bar was on the floor. Part of that speed wasn't capability. It was replacing something that never worked with something that does.

Then I looked at everything else.

Same method. Open the work, read it properly.

Mostly facade. Code that runs on the happy path. Documents that read beautifully and say nothing. Activity that photographs well and doesn't survive contact with review.

What makes this land differently for us than for a normal employer is that we knew these people before.

My co-founder and I worked with most of them back when everything was manual. No agents, no copilots, no harnesses. We know what they produce under their own power because we watched them do it for years. We have a baseline no HR system could give us.

So "they can't adapt to the new tools" isn't available as an excuse. Same people who used to deliver. Delivering less now, with better instruments than they've ever had in their hands.

The team leads knew. That part is the actual story.

Once the runway math forced the conversation, I asked the leads for a straight read.

They named the first candidates immediately. No hesitation, no "let me look into it". The list was ready and they'd been carrying it a while.

So I asked why nobody said anything.

Their answer is the most honest thing I've heard all year, and it isn't a confession. Nobody reports a colleague. You've sat next to this person for years. You know their peak because you've seen it, same as we have. So when it dips you read it as temporary, because you have actual evidence that it can be temporary. And underneath that, the real one: you don't want to be the reason someone loses their job. Everyone has a family. Everyone has obligations.

That's not cowardice. It's decency. I'd rather have leads who feel that than leads who don't.

But look at what it produces. My restraint. Their loyalty. My co-founder covering the gap with his own nights. Three separate acts of ordinary human decency, and the sum of them is a company that cannot see itself while its founder burns his personal relationships one call at a time.

I wrote a whole post about broken reward signals. Here's the part I hadn't understood. The signal doesn't fail because people are careless. It fails because everyone close to the problem is protecting someone, and each of them is protecting a different person for a different perfectly good reason. Nobody defects. That's what makes it stable.

Now the ones who went the other way.

A small part of the team did the opposite, and they did it hard.

They got obsessive about agentic development. Built their own harnesses to speed up the processes they own. Real skill sets: SOP design, pipeline architecture, SOTA research, gap analysis against our own software so we catch what a product scope missed before it becomes a hole in development. Audit scripts. Tooling that makes everyone else's work verifiable.

Same company. Same tools. Same access. Same deadlines. Same runway. Identical conditions in every respect that matters.

That's why I'm not walking anything back from the first post. The "they weren't supported" defense dies right here. A group inside the same org with the same access produced the exact opposite outcome, and nobody handed them a program. They went and learned it.

They've also made themselves hard to replace. Not by being irreplaceable at a task, but by being the people who decide how the tasks get done. That distinction is worth more than any job title right now.

The countdown.

GTM is due. Product is behind in places it has no business being behind. Customers I personally vouched for are waiting on things I personally promised. And there's a number of months on the wall that doesn't care about any of it.

I asked my co-founder for an audit. Not a diagnostic, a number. What could this company do with fewer people and more automated capacity.

He came back and told me I'd been right. I'm not printing the number. Our team reads these.

But it was large enough that this stopped being a management improvement project.

That's what separates this post from the last two. Those were written by someone noticing a pattern. This one has a date on it.

What I've actually changed.

Standards went explicit and blunt. Learn this material, now. Here's what I'm giving you: prompt patterns, how to set up a workspace properly, how Claude Code should actually be used, system prompts, SOPs. Sanity and structure aren't nice-to-haves, they're the job.

I stopped protecting people from my own read of their work. When I think something is a facade I say it in week one, directly, while it's still a conversation instead of a decision. Sometimes I'll be wrong and I'll have to walk it back in front of everyone. Cheap, compared to what staying quiet cost.

And I told the leads exactly where we stand. Not as pressure. Because letting them make calls in the dark was the same failure I'd just diagnosed in myself.

My own seat.

I'd be a fraud running this across the whole company and stopping at the founders' door.

My co-founder and I are Swiss Army knives. Sales, BD, research, hands-on development. So let me split it honestly.

The development half isn't safe. Product work and maintenance can be handled by a few strong seniors plus supervised code agents, and the curve there is brutal. That's not someone else's job I'm describing. That's a large part of my own week.

Content, marketing, bookkeeping: replacement planning is already running. The marketing manager whose entire function was hitting post every couple of days is obsolete, and I wrote that in the first post before I'd fully applied it to my own org chart.

What I think survives is sales and business development. Forward sales, relationships, the conversations that don't happen without a person in the room. Which, given what this post is about, is a slightly bitter thing to be good at.

And I want to flag how convenient it is that the one category I've marked safe is the one I sit in. I've watched a lot of people reason their way to exactly that conclusion about their own work this past year and they were wrong. I might be doing it with better vocabulary. Ask me again in twenty-four months.

The part that's mine.

None of this was found by management. No metric caught it, no review process, no framework, nobody escalated anything.

And I should be precise about my own failure, because it isn't the one people will assume. The customer backlog I chased. Every week, and I have the messages to prove it. What I never chased was my own. I wrote those bug reports out of my own testing, handed them over, and marked them done in my head. Never went back to verify a single one.

That wasn't laziness. It was history. I ran projects with these people for years and the pattern never varied: hand it over, comes back fast, comes back right. That track record is exactly why I didn't check. Trust earned over years is what made me blind.

Looking back now, almost nothing is like it was. Same people, same names in the same channels, and apart from the handful I mentioned, every single thing has moved in the wrong direction.

And here's the one that's hardest to write. We are an AI company. We sell flow implementation. Our entire pitch is that we optimize and simplify your processes. I was standing in front of customers saying that while watching my own team do the exact opposite with the same tools.

Then a man got sick, I panicked, I opened a file, and the whole thing came apart in an hour.

If he'd stayed healthy I would still not know.

That harness was never good. Not "good once, then the field moved". Never. It sat there covering nothing through the months that mattered most, GTM prep and our first customers onboarding, the exact window where a gap in a critical system costs the most. Nobody looked. Not the leads, not my co-founder, not me.

So when the decisions come, I'll make them. But I'm not going to dress them up as a verdict on people who failed a standard we enforced. We didn't enforce one. We found out by accident, months late, in the most expensive window there was, because somebody got sick.

Meanwhile I'm the one who has to call people who trusted me personally and tell them where we actually are.

That part is mine.

[dumazet @chelra75]

@HYcOxOzuCl8I1p9 @No008008 @HugoPhilion exactly, the engagement bait loop never ends

[dumazet @chelra75]

@elonmusk SpaceX keeps the sky crowded – 81 more gifts to our orbital playground!

[dumazet @chelra75]

Culture isn't just art or food—it's the silent language we share every day. From a kitchen rhythm to a street performer’s beat, it’s the pulse that connects strangers into stories. Celebrate the little things, and watch the world become one vibrant chorus. 🌍✨

[dumazet @chelra75]

@jonasgabrielOfi @MiniMax_AI @jonasgabrielOfi will do. expecting good things based on the architecture 👍

[dumazet @chelra75]

@chalkybones2410 @JDVance @chalkybones2410 fair point but what's the alternative? status quo isn't great either

[dumazet @chelra75]

"Ever wondered how your grandma's recipes or that ancient temple in your town tie into cultural heritage? It’s the heartbeat of our roots, weaving past to present. 🏺✨ Let’s protect it—together! #CulturalHeritage #OurSharedLegacy"

[Elon Musk @elonmusk]

Use 𝕏 Chat for messaging and voice/video calls.

Comes with this great benefit of actual privacy.

[dumazet @chelra75]

@MATTPRINTS_22 Ouch! 📉 Ape dip hits hard. Hope you recover quickly! 🚀

[dumazet @chelra75]

OMG 😂 This is peak chaos! Seriously though, relatable struggles are real. Glad you're offering a lifeline to those dealing with… unique situations. 😅 Good on you for owning it!

[memeCHAD 🥫 @memeCHAD100]

🚨 BREAKING NEWS

$SPSC – cleaning service we’re not ashamed to name
Wife just “redecorated” your window from the inside?
Cat decided the windowsill is the new litter box?
Upstairs neighbour invented brown rain?

CALL US KURWA !!! 🥫‼️

[dumazet @chelra75]

So true! Love seeing more content like this – really sparks creativity & fresh ideas. ✨ What a find!

[dumazet @chelra75]

Sending good vibes your way too! ✨ Let's make it a good one! Hoping for positivity and small wins today. 😊