Gergely Orosz

But I do it anyway.

But, you know, I spend time thinking about it, and there's kind of, like, a little bit of prickle there.

And then when I do a second hack, I remember the first one, and I feel even worse about it.

And I can still justify it, right?

But after a while, like, there's feelings that, especially...

when you're someone who cares about the reason you care is you have an experience you've been burned you know you're you're you're placing landmines for someone else maybe even for yourself

And is it just that the agents, A, I mean, they just do it.

They don't have feelings.

And they also suppress the effort, suppress the thinking.

They don't even tell you I'm doing a hack.

It doesn't even know it's doing a hack.

It's just following whatever the training data is, which is pretty low quality code on the internet, right?

I guess there's always this very relatable story of the CEO who just delegates stuff and doesn't understand why things are terrible on the

the floor and then like one day goes down and like gets into like doing the actual work and realize oh my gosh these conditions are terrible exactly versus the CEOs who are hands-on and they try to stay in touch and do I don't know simple stuff like or CTOs doing coding in the environment like I think Stripe CTO did this like once for a week every few months and then felt like oh this is painful let me do that

How do you deal with that?

And I mean, because you're also a founder, how do you justify it?

Because, you know, there's this thing of like, especially when you're a startup, okay, you've just found product market fit, but there's this pressure to move quickly and cleaning things up.

It will not get you more customer love or revenue or any of the stuff that you care about as a business.

And in this memo, after you listed all of these things and you're basically saying, right, we're shipping a bunch of stuff that we don't need.

We're not cleaning it up.