Ravi Gupta
speaker
157 appearances
1 recordings
1 series
first heard Feb 2025
last heard Feb 2025
Ravi Gupta’s voice in public audio — every appearance, attributed to the second.
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Appearances
Like everyone, you see these new model advances and they've come out so quickly that you are using the models for whatever you're using them for the day before. And it's hard to think of even what to ask them when the new ones come out. So a couple of things happened.
One, you know, I'm on the board of Sierra, Brett and Clay's company, and they started describing some of the things that were able to be done in 01 Pro that were not able to be done with 4.0. And I was surprised. And I think that the specific example that came up was when Clay was talking about something he was doing with it, I asked him to show me how he was using it.
And when he did that, he asked the model a question, which was, are my instructions clear? Is there anything else I can do to make it to clarify what I'd like to have you do? That interaction was so different than anything I'd ever thought about with a model. I'd never thought to ask it a question.
And the model came back and said, no, actually, in fact, can you please clarify these five or six things? And I was pretty stunned by that interaction. That was point one. Point two was a friend of mine who was at one of the model companies left to go to another one. And I said, hey, what happened?
And he said, the pace of progress has changed so much in the last three months that I had to go to this one. And in our business, take the Matt Kohler quote that you and I both love. Matt is a good friend of ours, both of ours. Our job is not to see the future. It's to see the present very clearly. All of a sudden, it felt like the present was different than what I thought.
And so I just started trying to use it more myself. And I think I'm barely scratching the surface, but I was pretty stunned at what was possible from this. And I'm somebody who like lives in Silicon Valley and works as a venture capitalist. It made me wonder if there was other people who are going to be as stunned as I was.
Well, if you take that Dario quote from his essay from October, he describes what he believes powerful AI will be. And it's this idea of a country of geniuses and a data center. That's what's going to be available to anyone. And then you take what Sam has been saying, the quote he has is, in a decade, every person will be more capable than any person is today.
And if you just take a moment, literally just read the words again or say them again in your brain, they are like mind bending. And so the point of what do I mean by AI or die, if they're at all right, if there's something approaching right, there's going to be dramatic change that is going to come to any company, to any person.
If we then think about the most intense version of that, if that's true, then you should be able to recreate what we have now with dramatically fewer people working on it because there are a country of geniuses available in a data center. And so I think the most intense version of that is envisioning a group of
developers hanging out on a Friday night and sorting companies based on their market cap and their number of people and their NPS in some calculation and finding the biggest company with the most people with the lowest NPS and then competing about who can build it faster. It's just like a crazy thought of what could happen.
But I don't think it's crazy if the AIs turn out to be as powerful as we think. And then the much less intense version that I think is very real is anything you have that prevents you from embracing change right now is a huge limiter. It's a huge limiter if it's a lot of people in your organization, if it's adherence to a quarterly earnings that you've committed to.
if it is unwillingness to make a change. If this is changing as fast as I think it is, and I think the people that run these companies say it is, anything that reduces your agility is a massive problem.
I love the word choice, to respect it. So the first thing, I guess, to be very honest, was I talked to Avni about what are we doing to educate our kids. If this is true, my first thought was not, what does it mean for businesses? It means, what does it mean for our family? What does it mean for the kids?
What is the right way to teach them in a world where the tools that are going to be available to them are going to be totally different? We realized that I don't think that there's actually skills that I can teach them. There's behaviors, there's feelings, there's approaches. And so what we got to was some version of we got to make sure that they're ambitious. We got to make sure they're curious.
We got to make sure they're resilient, adaptable, and they're high agency. I think the reason that that then dovetailed with like what have changed now, I was sort of like, that's the same thing you have to be if you're like at a company. You actually need the exact same things. And you and I have talked about this separately. And I think you've added a couple to that, which we should go through.
Those same behaviors are going to have to exist in the company. Specifically, what have I done personally is I try to use it more for real work. I had dinner with somebody recently, and I hope he's not listening because of the setup I'm going to give you. But it was with a company, somebody who was on the board of a company that I didn't know that much about.
I was not well prepared for the dinner and it was somebody who I wanted to make sure I had a productive conversation with. And there was 20 minutes before I was going to go to the dinner and I prompted the model, the latest model, the $200 a month one, which I know sometimes people just don't want to do that because $200 a month is a lot of money.
It is, but it's not a lot of money when you think about relative to like seeing the future. I mean, that's literally what they're offering you right now. So I put in, I said, I am a sophisticated investor. That was a very generous term for myself. I have a dinner in 20 minutes. I am not prepared for this dinner.
And I'd like to understand deeply what this company does in a way that I can understand within 10 or 15 minutes. I'd like to understand these four or five things And I'd like to have some good ideas for this person for what they could do. And are my instructions clear? And I use deep research. And he said, no, can you tell me these four or five things?
I told it four minutes of thinking and it came back and I read it on the way to the dinner and we had a great dinner. This person thought that I knew what I was talking about. That is a pretty different use than can you summarize this email for me?
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