Daniel Dines

It's a different type of intelligence. But that intelligence is not equipped to work in the context of business operations where you need reliability.

It's a different type of intelligence. But that intelligence is not equipped to work in the context of business operations where you need reliability.

It's very small to invest $9 trillion to create $9 trillion a year. I think it would be an easy investment if there is a predictable outcome. But do you really think that just adding GPUs and with the existing algorithm to train, they will suddenly become godlike intelligent? I don't understand. There are many signals that the training kind of plateaued.

It's very small to invest $9 trillion to create $9 trillion a year. I think it would be an easy investment if there is a predictable outcome. But do you really think that just adding GPUs and with the existing algorithm to train, they will suddenly become godlike intelligent? I don't understand. There are many signals that the training kind of plateaued.

It's very small to invest $9 trillion to create $9 trillion a year. I think it would be an easy investment if there is a predictable outcome. But do you really think that just adding GPUs and with the existing algorithm to train, they will suddenly become godlike intelligent? I don't understand. There are many signals that the training kind of plateaued.

What is the signal that the training plateaued? I heard even Sundar saying recently that they are not seeing much more gains by training alone. So there should be something else.

What is the signal that the training plateaued? I heard even Sundar saying recently that they are not seeing much more gains by training alone. So there should be something else.

What is the signal that the training plateaued? I heard even Sundar saying recently that they are not seeing much more gains by training alone. So there should be something else.

My biggest challenge is transforming the company to be an AI-first company, re-energizing our people.

My biggest challenge is transforming the company to be an AI-first company, re-energizing our people.

My biggest challenge is transforming the company to be an AI-first company, re-energizing our people.

yes we we had the rocky ride into the public markets and probably in 2021 we were to what extent was that avoidable versus unavoidable i think if i do a second ipo i would be better equipped what would you do differently if you did a second ipo i would look into into finance and go to market a bit differently what does that mean sorry go into finance and go to market differently

yes we we had the rocky ride into the public markets and probably in 2021 we were to what extent was that avoidable versus unavoidable i think if i do a second ipo i would be better equipped what would you do differently if you did a second ipo i would look into into finance and go to market a bit differently what does that mean sorry go into finance and go to market differently

yes we we had the rocky ride into the public markets and probably in 2021 we were to what extent was that avoidable versus unavoidable i think if i do a second ipo i would be better equipped what would you do differently if you did a second ipo i would look into into finance and go to market a bit differently what does that mean sorry go into finance and go to market differently

You can plan maybe a bit less aggressively, but more consistently. I think it's better to plan and execute a growth of 30% year over year rather than 80%, 60%, 30%, 20%, 10%. Because in a way, doing such a huge aggressive growth makes you maybe sometimes steal from the future. Not knowingly, but you discover in time. An organic growth in a public market, it's better rewarded.

You can plan maybe a bit less aggressively, but more consistently. I think it's better to plan and execute a growth of 30% year over year rather than 80%, 60%, 30%, 20%, 10%. Because in a way, doing such a huge aggressive growth makes you maybe sometimes steal from the future. Not knowingly, but you discover in time. An organic growth in a public market, it's better rewarded.

You can plan maybe a bit less aggressively, but more consistently. I think it's better to plan and execute a growth of 30% year over year rather than 80%, 60%, 30%, 20%, 10%. Because in a way, doing such a huge aggressive growth makes you maybe sometimes steal from the future. Not knowingly, but you discover in time. An organic growth in a public market, it's better rewarded.

There are stages where founders mode work better. When I hired Rob, he's actually a great guy. But when I hired him, I didn't realize that we were still at the stage where founder mode is essential. I thought we are at the stage where we are more established and we need an experience that is stage appropriated for something bigger than us.

There are stages where founders mode work better. When I hired Rob, he's actually a great guy. But when I hired him, I didn't realize that we were still at the stage where founder mode is essential. I thought we are at the stage where we are more established and we need an experience that is stage appropriated for something bigger than us.

There are stages where founders mode work better. When I hired Rob, he's actually a great guy. But when I hired him, I didn't realize that we were still at the stage where founder mode is essential. I thought we are at the stage where we are more established and we need an experience that is stage appropriated for something bigger than us.