Shyam Sankar

I mean, most of my time I spent at Leatherneck, so in Hellmond, working with the Marines. Nice place. I've been there. Dicey spot. What year? That was 2012, or 2011.

I mean, most of my time I spent at Leatherneck, so in Hellmond, working with the Marines. Nice place. I've been there. Dicey spot. What year? That was 2012, or 2011.

I mean, we would have these... It's like a cup of motivation undersells it. It's like a water tank of motivation. You have these people. They come back from mission. They tell you what happened. They tell you their ideas, their feature requests. And you just have unbounded energy to code right there. You're just in a plywood little setup writing code.

I mean, we would have these... It's like a cup of motivation undersells it. It's like a water tank of motivation. You have these people. They come back from mission. They tell you what happened. They tell you their ideas, their feature requests. And you just have unbounded energy to code right there. You're just in a plywood little setup writing code.

I mean, we would have these... It's like a cup of motivation undersells it. It's like a water tank of motivation. You have these people. They come back from mission. They tell you what happened. They tell you their ideas, their feature requests. And you just have unbounded energy to code right there. You're just in a plywood little setup writing code.

And OK, I'm going to have something better for you for tomorrow. And you just do that again and again, that the whole product development life cycle, that was really, I was the first forward deployed engineer at Palantir, which investors hated because they thought it was a service business, not how you're supposed to do software.

And OK, I'm going to have something better for you for tomorrow. And you just do that again and again, that the whole product development life cycle, that was really, I was the first forward deployed engineer at Palantir, which investors hated because they thought it was a service business, not how you're supposed to do software.

And OK, I'm going to have something better for you for tomorrow. And you just do that again and again, that the whole product development life cycle, that was really, I was the first forward deployed engineer at Palantir, which investors hated because they thought it was a service business, not how you're supposed to do software.

Everything about it was wrong to them, but it was so clearly right for our users. You know, of course you need the person who actually knows how to build the product sitting forward in the tent with the people doing the work so that you can observe not what people in headquarters think the software needs to be, but the empirical reality on the front of what is missing?

Everything about it was wrong to them, but it was so clearly right for our users. You know, of course you need the person who actually knows how to build the product sitting forward in the tent with the people doing the work so that you can observe not what people in headquarters think the software needs to be, but the empirical reality on the front of what is missing?

Everything about it was wrong to them, but it was so clearly right for our users. You know, of course you need the person who actually knows how to build the product sitting forward in the tent with the people doing the work so that you can observe not what people in headquarters think the software needs to be, but the empirical reality on the front of what is missing?

What could make this person more successful on the next mission than the prior mission? And if you do that for long enough, you just build this deep understanding of everything that's broken in the world, everything that sucks about their experience, everything that makes them more likely to come back as a team together. And it's also, by the way, how you say, you know,

What could make this person more successful on the next mission than the prior mission? And if you do that for long enough, you just build this deep understanding of everything that's broken in the world, everything that sucks about their experience, everything that makes them more likely to come back as a team together. And it's also, by the way, how you say, you know,

What could make this person more successful on the next mission than the prior mission? And if you do that for long enough, you just build this deep understanding of everything that's broken in the world, everything that sucks about their experience, everything that makes them more likely to come back as a team together. And it's also, by the way, how you say, you know,

There's lots of jobs coders can take, but it is an addiction to the motivation. Your sense of purpose is unbounded.

There's lots of jobs coders can take, but it is an addiction to the motivation. Your sense of purpose is unbounded.

There's lots of jobs coders can take, but it is an addiction to the motivation. Your sense of purpose is unbounded.

Nailed it. Nailed it. Well, you know, to take credit away from us and give it to our customers, I think, you know, first of all, this kernel is absorbing a lot of risk by kind of bending some – I wouldn't say breaking, but bending some rules and going against the system. And that was the beginning of a much longer fight. As that became successful, more and more people –

Nailed it. Nailed it. Well, you know, to take credit away from us and give it to our customers, I think, you know, first of all, this kernel is absorbing a lot of risk by kind of bending some – I wouldn't say breaking, but bending some rules and going against the system. And that was the beginning of a much longer fight. As that became successful, more and more people –

Nailed it. Nailed it. Well, you know, to take credit away from us and give it to our customers, I think, you know, first of all, this kernel is absorbing a lot of risk by kind of bending some – I wouldn't say breaking, but bending some rules and going against the system. And that was the beginning of a much longer fight. As that became successful, more and more people –