Last quarter I rolled out Microsoft Copilot to 4,000 employees.
$30 per seat per month.
$1.4 million annually.
I called it "digital transformation."
The board loved that phrase.
They approved it in eleven minutes.
No one asked what it would actually do.
Including me.
I told everyone it would "10x productivity."
That's not a real number.
But it sounds like one.
HR asked how we'd measure the 10x.
I said we'd "leverage analytics dashboards."
They stopped asking.
Three months later I checked the usage reports.
47 people had opened it.
12 had used it more than once.
One of them was me.
I used it to summarize an email I could have read in 30 seconds.
It took 45 seconds.
Plus the time it took to fix the hallucinations.
But I called it a "pilot success."
Success means the pilot didn't visibly fail.
The CFO asked about ROI.
I showed him a graph.
The graph went up and to the right.
It measured "AI enablement."
I made that metric up.
He nodded approvingly.
We're "AI-enabled" now.
I don't know what that means.
But it's in our investor deck.
A senior developer asked why we didn't use Claude or ChatGPT.
I said we needed "enterprise-grade security."
He asked what that meant.
I said "compliance."
He asked which compliance.
I said "all of them."
He looked skeptical.
I scheduled him for a "career development conversation."
He stopped asking questions.
Microsoft sent a case study team.
They wanted to feature us as a success story.
I told them we "saved 40,000 hours."
I calculated that number by multiplying employees by a number I made up.
They didn't verify it.
They never do.
Now we're on Microsoft's website.
"Global enterprise achieves 40,000 hours of productivity gains with Copilot."
The CEO shared it on LinkedIn.
He got 3,000 likes.
He's never used Copilot.
None of the executives have.
We have an exemption.
"Strategic focus requires minimal digital distraction."
I wrote that policy.
The licenses renew next month.
I'm requesting an expansion.
5,000 more seats.
We haven't used the first 4,000.
But this time we'll "drive adoption."
Adoption means mandatory training.
Training means a 45-minute webinar no one watches.
But completion will be tracked.
Completion is a metric.
Metrics go in dashboards.
Dashboards go in board presentations.
Board presentations get me promoted.
I'll be SVP by Q3.
I still don't know what Copilot does.
But I know what it's for.
It's for showing we're "investing in AI."
Investment means spending.
Spending means commitment.
Commitment means we're serious about the future.
The future is whatever I say it is.
As long as the graph goes up and to the right.
SpaceX standard policy is to make Starlink free whenever there is a natural disaster somewhere in the world.
It would not be right to profit from misfortune.
Sijil halal xde dalam syariat. Dlm Islam, jika kita tak nampak tanda² haram, sebutlah saja bismillah dan makan lah. Nabi s.a.w pun x byk songeh bila dijamu kambing panggang oleh wanita Yahudi.
Gerai Melayu Islam byk je x apply sijil halal, kita melahap juga.
CTO asked to reduce S3 costs. We were spending $4,200 monthly on storage.
Implemented lifecycle policies:
- Move to Glacier after 90 days
- Delete after 2 years
Cost dropped to $980 per month. Saved $3,220 monthly. DevOps team got praised in all-hands meeting.
Three months later, customer needed a file from 120 days ago. Normal retrieval: 3-5 hours. Expedited: $150 for one file.
Turns out those "old files" weren't old. They were:
- Compliance records customers accessed quarterly
- Historical reports used for annual comparisons
Spent $2,400 in Glacier retrieval fees over 6 months. Wiped out all savings.
Lesson: Know why data exists before deciding how long to keep it. Cheap storage that's inaccessible isn't cheap.
I am looking for a partner for AfterRead, ideally someone with a solid UI/UX/design background.
The goal is to transform non-fiction reading habits into ones that are more "active", via gamified quizzes and recall exercises.
DM me if you're keen to collaborate.
Software Engineers are not paid for writing code.
They’re paid for solving problems.
The faster you accept this, the better your life and career will be.
Jony Ive once said: "Who here would actually want to spend time in a conference room? I can’t think of a more soulless and depressing place.”
In their heyday, Apple’s design team used to meet in a team member’s living room once per week.
Looking back on it, I swear you can feel the fruits of that ritual in the products Apple released. Think of the click-wheel on the original iPod, the sleek futurism of the original iPhone, or the theatrical elegance of opening up a new MacBook. I doubt that joy could’ve been dreamed up from under the fluorescent lighting of a sleek corporate boardroom.
We know our spaces shape our thinking, but our actions betray this obvious truth.
It’s a strange feature of our modern world that we doubt the mind-body connection between the spaces we inhabit and the thoughts we produce in those spaces.
Take churches. We once built grand cathedrals with vaulted ceilings where light and sound reverberated in ways that awakened a divine connection with us. Now we build square boxes in strip malls. The ornamentation is gone. At some churches, you won’t even find a cross on the walls. Stained glass windows, too, have been replaced with LED screens of the sort you’d see at Coachella.
Sometimes I wonder if God is dead because we killed him with bad architecture.
With rare exception, ideas really are trivial compared to execution.
For example, the idea of going to the Moon is simple, but ACTUALLY going to the Moon is staggeringly difficult.