Noam Lovinsky

I think we're going to crack the like continuous learning, self-improving.

These things, you know, can just be set on a task and given the context and build the memory and are just going to get better on their own for, you know, the majority of tasks that you put in front of them.

That's likely already been cracked and we're just dealing with like the implications of that and how do you roll that out safely and so on.

I think this is specific to the part of Meta that I was in.

And to be fair, I didn't get to experience mainline Meta.

I was in an incubator team that was explicitly shielded from the rest of the organization for good reason.

And that's because...

I think doing zero to one product development, I don't think this is an uncommon learning, but just seeing it so viscerally and understanding all the reasons as to why it is.

I think doing zero to one product development at scale is just really, really hard.

And I think that that place has many, many strengths, but like lots of companies at that scale, that's just a fundamentally hard thing to do.

Yeah, this goes back to what I said about what I think is a good product leader.

And I do think that the best leader in the company that I have ever experienced is Glenn Kelman because of not only his ability to empathize and understand the market, but how well he can communicate and describe

what we should do and why it matters, his ability to relate and get people to want to just run through walls for even seemingly meaningless things.

I just think he's in a class of his own.

If I look back to Plumtree, which was basically like corporate portals, like my Yahoo for the enterprise, like we felt we were on like a messianic mission.

We were building corporate portals and Glenn was able to relate it in that way, in a very meaningful way.

And I think that he would be at the top of my list.

I think I didn't push for product expansion nearly as aggressively or fast enough.

I had the hunch and we sort of had the conversations of, you know, we must own a surface like fundamentally, if we want to be like a retentive product, you have to, you know, have a destination that is meaningful to people in some way.

It was sort of like a side chat and like, you know, every time I'd kind of bring I was like, no, no, no, that's that's a that's a big that's a big risk.