Nathaniel Whittemore
speaker
48,511 appearances
192 recordings
3 series
first heard Oct 2025
last heard 6d ago
Nathaniel Whittemore’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 192 in all, peaking in Jun 2026 with 31.
Appearances
I think that there are going to be lots and lots of ways that all the labs and hyperscalers try to deal with cost efficiency.
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But to the extent that you're an organization that actually has this technical capability, it's definitely a place that you could be exploring to get an edge right now.
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Feature 22, we'll call the human sandwich, keeping human touch and judgment at the first and final mile of most processes.
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If the argument is that even in AI native organizations, there should always be people on either sides of the work sandwich, that I agree wholeheartedly with.
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What I'm less sure is where we'll find the right intervention points are for humans in the middle of processes.
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Yes, there will be many where it pretty much all happens agentically, but I don't think that we know exactly the right patterns.
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So to speak of this one too generally, feels harder for me to have a lot of confidence around.
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Feature number 23 I think is a little bit less arguable, which is the idea of making eval's core infrastructure.
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Now, the specific example Alex gives is whenever new models arrive, use a standing apparatus to test their cost and performance against the company's core processes.
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But I just think everyone is now in the eval business more generally.
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Again, going back to the entire architecture of looping instead of prompting, you have to basically build in evaluation against some standard, or else the loops don't work.
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Thinking in terms of evals is just a new part of the discipline, and it's going to get to some weird parts of the organization that you wouldn't necessarily expect.
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Feature 24, again, totally unarguable to me, is that everyone is a builder and that AI native organizations will make building parts of every role, including and especially perhaps those held by seat-level executives.
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I am not sure that every single person and every single knowledge worker goes from doing their work to managing agents that do their work.
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I think that'll be a big chunk of work.
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But again, saying all of it is a pretty big swath to cover.
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What I feel much more confident saying is that the capacity
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to build, to use code, to develop prototypes, to develop products, to do your work is now a critical capability.
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Now of course, over time, the space between people and the code that they use will get farther and farther, as products obscure and abstract the technical details away, but that won't make people less of builders if they can still build things to solve their problems and create new opportunities.
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This one is both practical action and mindset shift and has some pretty big implications for how enterprises even organize themselves.
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Showing 2101–2120 of 48,511 · page 106 of 2426
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