@Sam

Understanding “extend and pretend”

God Reports

← Back home Robinhoodies, We’ve made the difficult decision to say goodbye to some of our team members today. Those departing are being notified, and we’re offering them full support through this transition, including severance. These are good people who helped build the foundation we stand on today, and I am deeply grateful for their contributions to Robinhood. Translation: We have decided that certain employees are now more valuable to us as a one-time severance expense than as recurring payroll expenses. Many of the people leaving did exactly what we asked them to do and helped create significant shareholder value. Unfortunately, past contributions generate gratitude, not future budget allocation. I want to be transparent about why this is happening now. Robinhood’s business has never been stronger. But to achieve the massive scale of our mission, we cannot default to operating as a heavily-layered organization. We must be a lean, hyper-focused team where every single individual is empowered to make a massive impact. Our execution is strong today, but our ambitions require us to continuously raise our own bar. To achieve that, today we are flattening our org structure and reducing our overall team size by 10% of headcount. Translation: Since business is going exceptionally well, we have the luxury of conducting layoffs from a position of strength rather than necessity. Wall Street generally prefers companies that produce the same revenue with fewer employees, so we are removing 10% of the employees and setting the expectation that the remaining 90% will figure it out. We call this "flattening the organization" because "asking fewer people to do more work" sounds less strategic. Because our financial position is strong, we are making this change proactively. The goal is to maximize our talent density and ensure that our culture is defined by an absolute elite performance bar and a superlative commitment to our customers. This transition creates even more opportunities for our most talented people to grow and take on greater responsibility. We will also continue hiring strategically, investing heavily in top-tier talent, and utilizing frontier technologies to push our execution even further. Translation: We are not cutting costs because we have to; we are cutting costs because the spreadsheet says we can. "Talent density" means concentrating compensation, influence, and opportunities among a smaller number of people while eliminating everyone who falls below an increasingly subjective definition of exceptional. The employees who remain will inherit additional responsibilities, and a select few may even receive promotions. We will continue hiring in anticipation of future rounds of layoffs and to ensure remaining employees recognize the axe is ever-dangling. I know it can be painful to say goodbye to teammates. It is the hardest consequence of committing uncompromisingly to our values of being “Lean & Disciplined” and demanding “High Performance.” Translation: Fuck you.

Beautiful Reddit threads, live in your terminal. Contribute to renatoworks/oh-my-reddit development by creating an account on GitHub.

A couple of moments ago, I finished reading the article by Rob O'Leary about the pervasive data collection done by Visual Studio Code. Whilst Visual Studio Code is "open-source" (as per the OSD) the value-add which transforms the editor into anything of value ("what people actually refer

BASE Fatality List

LLMs aren’t lazy. They don’t cut corners because a simpler solution feels good enough. If they know how to solve something thoroughly, they will. An LLM defaults to building when it should be buying. Not because it doesn’t know about existing libraries, it often mentions them, but because for an LLM, writing two hundred lines of implementation is the same cognitive effort as writing two lines of import. There’s no instinct to reach for the shortest path. The shortest path for the model is to implement it completely.

Everyone is going to be talking about Fable 5 all of this week, including ProductMind. But here are a few things that stand out to us almost immediately.

Concerns over affordability and public safety have reignited San Francisco’s fight for public power. While PG&E has argued that a takeover would increase local electricity rates for decades, some advocates believe it might be the only way out.

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