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
I'll just be able to stay good and then I'll just figure it out and I'll get the second track and we'll make it work. Maybe, but I would affirmatively really try to figure it out by like trying to break it in your own mind.
Yeah, I think we have a standard for these models that is so insane right now, which is effective. Like if I just ask you to do something and I'm not clear on what I'm asking you and you don't know anything about my company, do you just make it happen? If you don't get it the first time perfectly, I basically am like, meh, this thing doesn't work.
The thought experiment you and I are talking about is, what if you just knew the person was brilliant and you knew that they would work 24 hours a day for you and you just knew that they had this crazy potential? The first time they messed up, you wouldn't just be like, oh, they suck. You'd be like, I got to do something differently in order to get the most out of this person.
That would just totally be the reaction. And instead, I think we are treating the models like they're like... someone's nephew that we had to hire. And it's like, no, I gave him the chance and I knew it, he sucked.
The mental model of, no, this is the person that you fought like crazy to hire and you were so lucky to get and you didn't think they were going to come and the first project wasn't perfect. It's like, no, I'm going to make this work. That mental model is so different and so much better. And frankly, we'll have so much positivity. For your company, I really like that mental model.
And if something doesn't work right with the model, it's your fault, not the model's. It's not a question of the model's capability. It's a question of your prompting and your understanding and your ability to give it context. Context is going to grow even more important here. And I think most of what's missing from the models in order to be magic for you is context. Part of the reason I think that
Cursor and Cognition, some of these other companies have done so well is they actually have shared context of the code base and then they get better and better with the more work that they do alongside of you. I think what's missing a lot of times with what people try to get out of the model is giving it enough context for it to be great.
The relationship idea here would be like the relationship most of us have the most shared context in is the one with our spouse. With your spouse, you can like flicker your eyes at a party and they know it's time to go. You just have so much shared context that the smallest movement of the way your eyes look, the length of a blink, all of a sudden they know everything.
Avni can perfectly tell what I will think about something. without me even being there. She can perfectly imagine what I will react to something with. That's because of a lot of shared context. And I think my point on envisioning these models as a collaborator, and now take that to work. There are people you've worked with for a long time, where like, they just know what you're going to want.
These models, I think, can and will be able to do that as collaborators, but we have to give them the context. I think the only way to really lead through this is to lead through optimism. The only thing I didn't like about the title of this recent blog, it sounds negative, AI or die.
And I'm kind of like, remember, yes, if you don't embrace this, your company has a real risk of fading into irrelevance. But you can live in a way that you never thought possible. You can make magic. You are here to make magic for these customers. And you actually now have the tools to do it.
That's the part that I really believe has changed in my thinking on it, which is if you approach this with optimism, Dude, what a time to be alive. What a time to be alive.
It's such a perfect question for me because it gets to merge together things that I love that may not seem like they have anything to do with each other. But the first person I heard say that was Coach K at Duke. He said, I am not a world-class predictor, but I am a world-class reactor.
And he was referring to it as like when college basketball changed from people that stay for four years to people that play for one and then go to the NBA. He was like, I couldn't have predicted that that's the way the rules would go. I didn't know. But you know what? Once that was the game on the field, I played it extremely well.
That actually was very helpful for me, Patrick, along with Kohler's quote, because it's very intimidating to think about predicting the future. There are really smart people in Silicon Valley. There are really smart people all over the world. I don't know how to predict the future. I do not have the IQ points for that. There are people that are much brighter than me who can do that.
I think the thing that I do have in my control is the ability to respond quickly to new information. I can control that. I can control being open-minded to seeing new information. and then reacting quickly. I can control being averse to change. That is something that it feels empowering to me. And it's something that's in my hands and it's in the team's hands too.
I can help the team be like, guys, let's embrace this change. Let's embrace this reality and let's go react to it. I think right now the world is totally awesome for people that can be world-class reactors rather than world-class predictors. If you look at the people that created these labs, they were world-class predictors. That was an amazing insight however many years ago.
Look at what the scaling laws are going to do. Look at these exponentials. And they themselves, funny enough, are sort of humble about it. They're like, it wasn't that hard. If you just believe that the scaling laws continue, you could bet that this was going to happen. But like, it was hard.
Looking at what a model can do today and being like, that's going to be cheaper in the future, that's not being a world-class predictor. That's just looking at the facts. What is hard is choosing optimism to go and react to that, but it's totally within our control. It's hard the way going to the gym is hard. It's not hard the way creating a new mathematical theorem is hard.
It takes discipline and it takes fortitude and it takes a choice. But I love those kinds of things because those are in our control and they don't require like a new brain. They require more discipline. That's something all of us can do.
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