Shyam Sankar

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

You can see that sort of thinking in JSOC, smaller community, more primacy to the outcomes that need to be driven, higher stakes, but the big machine loses that qualitative sense. And so I think that's gonna be really important. When I think about the most important projects we've been involved with, There were really a handful of commanders who were so insightful.

I think they might be offended to hear me describe them this way, but they are what we would call in Silicon Valley product managers. They are the people with the vision of what they need the software to do so that they can accomplish this thing in the world. And they would not see it as below them.

I think they might be offended to hear me describe them this way, but they are what we would call in Silicon Valley product managers. They are the people with the vision of what they need the software to do so that they can accomplish this thing in the world. And they would not see it as below them.

I think they might be offended to hear me describe them this way, but they are what we would call in Silicon Valley product managers. They are the people with the vision of what they need the software to do so that they can accomplish this thing in the world. And they would not see it as below them.

Three-star, four-star generals, they would not see it as below them to sit there and critique your mocks. of and tell you these pixels are wrong. I need it to be like this because they recognize that what they're getting is an Iron Man suit, a software Iron Man suit that allows them to control the battle space. It's got to fit them perfectly. It's got to fit their mind.

Three-star, four-star generals, they would not see it as below them to sit there and critique your mocks. of and tell you these pixels are wrong. I need it to be like this because they recognize that what they're getting is an Iron Man suit, a software Iron Man suit that allows them to control the battle space. It's got to fit them perfectly. It's got to fit their mind.

Three-star, four-star generals, they would not see it as below them to sit there and critique your mocks. of and tell you these pixels are wrong. I need it to be like this because they recognize that what they're getting is an Iron Man suit, a software Iron Man suit that allows them to control the battle space. It's got to fit them perfectly. It's got to fit their mind.

They are in this context, founder personalities, right? And as a consequence, they can get so much done. And I think so much goes wrong when you're trying to think about your software solution independent of the human who's going to be wielding it and operating the principle, the founder.

They are in this context, founder personalities, right? And as a consequence, they can get so much done. And I think so much goes wrong when you're trying to think about your software solution independent of the human who's going to be wielding it and operating the principle, the founder.

They are in this context, founder personalities, right? And as a consequence, they can get so much done. And I think so much goes wrong when you're trying to think about your software solution independent of the human who's going to be wielding it and operating the principle, the founder.

I think it's one example of it. It'll cut out. It'll make you a much smaller, leaner fighting force for sure. So let's just call it half. Yeah. You can probably make everything half as big and as lethal or more lethal than before. There's so many things with tanks. How do you clear the range of fire? The commander has to pop their head up.

I think it's one example of it. It'll cut out. It'll make you a much smaller, leaner fighting force for sure. So let's just call it half. Yeah. You can probably make everything half as big and as lethal or more lethal than before. There's so many things with tanks. How do you clear the range of fire? The commander has to pop their head up.

I think it's one example of it. It'll cut out. It'll make you a much smaller, leaner fighting force for sure. So let's just call it half. Yeah. You can probably make everything half as big and as lethal or more lethal than before. There's so many things with tanks. How do you clear the range of fire? The commander has to pop their head up.

They have to somehow get on a phone and tell the other tanks. When the soldiers are dismounting, you don't want to be in the field of fire. That should all be software. No one should be picking up the phone. The tank should be able to communicate to the other tanks.

They have to somehow get on a phone and tell the other tanks. When the soldiers are dismounting, you don't want to be in the field of fire. That should all be software. No one should be picking up the phone. The tank should be able to communicate to the other tanks.

They have to somehow get on a phone and tell the other tanks. When the soldiers are dismounting, you don't want to be in the field of fire. That should all be software. No one should be picking up the phone. The tank should be able to communicate to the other tanks.

So once you start unpacking the layers of how many things we're just covering down with human labor, you start to realize, oh, this stuff's going to go away. The humans are doing it slow. We're doing it at the speed that humans can do it. And we make mistakes when we're doing it. And it has a huge training burden to do it. So how long does it take to even ramp people up changes?

So once you start unpacking the layers of how many things we're just covering down with human labor, you start to realize, oh, this stuff's going to go away. The humans are doing it slow. We're doing it at the speed that humans can do it. And we make mistakes when we're doing it. And it has a huge training burden to do it. So how long does it take to even ramp people up changes?