Eiso Kant

GPT-5, what it won't deliver, isn't a question we're going to look back on in a decade from now.

in a decade from now we're going to look back to this moment and it's similar i think how we look back to the early days of the computer the early days of the internet the early days of google and others and realize that we didn't fully internalize yet how much the world is going to unlock in value and abundance we wrote this blog post when the fundraising announcement came out we said look probably in this century there's three mountains that humanity is going to climb agi is one of the mountains the other is energy and the other is space

in a decade from now we're going to look back to this moment and it's similar i think how we look back to the early days of the computer the early days of the internet the early days of google and others and realize that we didn't fully internalize yet how much the world is going to unlock in value and abundance we wrote this blog post when the fundraising announcement came out we said look probably in this century there's three mountains that humanity is going to climb agi is one of the mountains the other is energy and the other is space

in a decade from now we're going to look back to this moment and it's similar i think how we look back to the early days of the computer the early days of the internet the early days of google and others and realize that we didn't fully internalize yet how much the world is going to unlock in value and abundance we wrote this blog post when the fundraising announcement came out we said look probably in this century there's three mountains that humanity is going to climb agi is one of the mountains the other is energy and the other is space

And so I think as we're going to keep progressing, we're going to keep looking at the next mountain, and from the top of that mountain, we look back, and we're going to realize the ones before were exponentially smaller.

And so I think as we're going to keep progressing, we're going to keep looking at the next mountain, and from the top of that mountain, we look back, and we're going to realize the ones before were exponentially smaller.

And so I think as we're going to keep progressing, we're going to keep looking at the next mountain, and from the top of that mountain, we look back, and we're going to realize the ones before were exponentially smaller.

If we come back to the ingredients of the capabilities race, compute, talent, data, proprietary applied research, what we are going to find is that for compute, dollars have a direct one-on-one effect. But when we look at data, when we look at proprietary applied research and we look at talent, it is not as straightforward as dollars in magic success out on the other end of it.

If we come back to the ingredients of the capabilities race, compute, talent, data, proprietary applied research, what we are going to find is that for compute, dollars have a direct one-on-one effect. But when we look at data, when we look at proprietary applied research and we look at talent, it is not as straightforward as dollars in magic success out on the other end of it.

If we come back to the ingredients of the capabilities race, compute, talent, data, proprietary applied research, what we are going to find is that for compute, dollars have a direct one-on-one effect. But when we look at data, when we look at proprietary applied research and we look at talent, it is not as straightforward as dollars in magic success out on the other end of it.

I think we've had lots of examples in technology history already where we have seen these giants that seemed unbeatable. IBM in the early days of the personal computer. And so if we live in a world where we could perfectly translate dollars to successful outcomes, whoever can put more there is going to win. In the race towards AGI, dollars are critical for compute.

I think we've had lots of examples in technology history already where we have seen these giants that seemed unbeatable. IBM in the early days of the personal computer. And so if we live in a world where we could perfectly translate dollars to successful outcomes, whoever can put more there is going to win. In the race towards AGI, dollars are critical for compute.

I think we've had lots of examples in technology history already where we have seen these giants that seemed unbeatable. IBM in the early days of the personal computer. And so if we live in a world where we could perfectly translate dollars to successful outcomes, whoever can put more there is going to win. In the race towards AGI, dollars are critical for compute.

And remember, there's still time constraints. There's real-world physical constraints of how large we can make these compute clusters for training.

And remember, there's still time constraints. There's real-world physical constraints of how large we can make these compute clusters for training.

And remember, there's still time constraints. There's real-world physical constraints of how large we can make these compute clusters for training.

And it's that time and physical constraint, the constraint of what the chip is able to do, what the networking is able to pass through, that allow companies like us to have time and to do things and build massive advantages on the data, on the talent, and on the proprietary applied research.

And it's that time and physical constraint, the constraint of what the chip is able to do, what the networking is able to pass through, that allow companies like us to have time and to do things and build massive advantages on the data, on the talent, and on the proprietary applied research.

And it's that time and physical constraint, the constraint of what the chip is able to do, what the networking is able to pass through, that allow companies like us to have time and to do things and build massive advantages on the data, on the talent, and on the proprietary applied research.

I think you're fair to say that a lot of knowledge moves around.