Tap a claim on the ring to put it at the centre.
← It is very hard to get a feel for a technology if you are not actually…
17 connected korrents · 16 moments from 14 Jul 2018 to 23 Sept 2026.
Everything filed under management
management
Everything filed under open source
open source
Everything filed under team size
team size
Everything filed under LLMs
LLMs
Everything filed under product management
product management Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: It is very hard to get a feel for a technology if you are not actually doing the work with it yourself, which is what layers of staff around a CEO prevent. It is very hard to get a feel for a technology if you are not actually doing the work with it yourself, which is what layers of staff around a CEO prevent. Last stated 2 months ago
23 Aug 2026
SA
Sam Altman — holds since 2026-08-23 — tap for who they are
Same subject: A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique. — tap to centre the map on it A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique. Last stated 3 months ago
26 Jul 2026
JH
Jensen Huang — holds since 2026-07-26 — tap for who they are
Same subject: When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option. — tap to centre the map on it When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option. Last stated a year ago
29 Aug 2025
AK
Andrew Kelley — holds since 2025-08-29 — tap for who they are
Same subject: A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate. — tap to centre the map on it A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate. Last stated 5 months ago
24 May 2026
DS
Dan Shipper — holds since 2026-05-24 — tap for who they are
Same subject: With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. — tap to centre the map on it With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big. Last stated a month ago
23 Sept 2026
GT
Geoff Teehan — holds since 2026-09-23 — tap for who they are
Same subject: Someone who is not already product-first almost never becomes good at product afterwards. — tap to centre the map on it Someone who is not already product-first almost never becomes good at product afterwards. Last stated 5 months ago
9 Jun 2026
BG
Bill Gurley — holds since 2026-06-09 — tap for who they are
Same subject: Changing people's habits and behaviour is much harder than technologists realise. — tap to centre the map on it Changing people's habits and behaviour is much harder than technologists realise. Last stated 2 months ago
23 Aug 2026
SA
Sam Altman — holds since 2026-08-23 — tap for who they are
Same subject: A team of all the same people who are good at the same thing is not going to help deliver the best product experience. — tap to centre the map on it A team of all the same people who are good at the same thing is not going to help deliver the best product experience. Last stated 6 months ago
28 Apr 2026
PD
Polly D'Arcy — holds since 2026-04-28 — tap for who they are
Same subject: The best product CEOs stay in the minutiae: micromanaging pixel-level details is not a failure of leadership but the job itself. — tap to centre the map on it The best product CEOs stay in the minutiae: micromanaging pixel-level details is not a failure of leadership but the job itself. Last stated 4 months ago
14 Jun 2026
MP
Mark Pincus — holds since 2026-06-14 — tap for who they are
Same subject: A business making hundreds of millions from an open source project owes it money or contribution, and can be refused its trademarks if it gives neither. — tap to centre the map on it A business making hundreds of millions from an open source project owes it money or contribution, and can be refused its trademarks if it gives neither. Last stated 2 years ago
26 Sept 2024
MM
Matt Mullenweg — holds since 2024-09-26 — tap for who they are
Same subject: A codec does not really exist until everyone can decode it. — tap to centre the map on it A codec does not really exist until everyone can decode it. Last stated 5 months ago
31 May 2026
JK
Jean-Baptiste Kempf — holds since 2026-05-31 — tap for who they are
Same subject: A company that will not accept a project’s terms is free to go and use a more permissive project instead. — tap to centre the map on it A company that will not accept a project’s terms is free to go and use a more permissive project instead. Last stated 2 years ago
26 Sept 2024
MM
Matt Mullenweg — holds since 2024-09-26 — tap for who they are
Same subject: A badly written AI outbound email is evidence of a bad vendor, not of a limit of AI. — tap to centre the map on it A badly written AI outbound email is evidence of a bad vendor, not of a limit of AI. Last stated 10 months ago
1 Jan 2026
JL
Jason Lemkin — holds since 2026-01-01 — tap for who they are
Same subject: A bigger context window does not give you a smarter model; the intelligence of the model is what decides how much of that window it can actually attend to. — tap to centre the map on it A bigger context window does not give you a smarter model; the intelligence of the model is what decides how much of that window it can actually attend to. Last stated 3 months ago
15 Jul 2026
DH
Dex Horthy — holds since 2026-07-15 — tap for who they are
Same subject: A body of publications is easy for AI models to consume via pretraining corpora but cumbersome for most humans due to CAPTCHAs, accounts, and paywalls. — tap to centre the map on it A body of publications is easy for AI models to consume via pretraining corpora but cumbersome for most humans due to CAPTCHAs, accounts, and paywalls. Last stated a month ago
17 Sept 2026
PC
Patrick Collison — holds since 2026-09-17 — tap for who they are
Same subject: A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. — tap to centre the map on it A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace. Last stated 3 months ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. — tap to centre the map on it A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth. Last stated 7 months ago
1 Apr 2026
TP
Thuan Pham — holds since 2026-04-01 — tap for who they are
Same subject: A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. — tap to centre the map on it A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance. Last stated 8 years ago
14 Jul 2018
WL
Will Larson — holds since 2018-07-14 — tap for who they are
At the centre
It is very hard to get a feel for a technology if you are not actually doing the work with it yourself, which is what layers of staff around a CEO prevent.
Holds Read this korrent →
A CEO is in service of the company, so going deep into the technical weeds is a personality technique rather than a management technique.
Holds
When the leadership of a technology someone depends on makes a decision they dislike, forking is rarely a realistic option.
Holds
A company will only go as far in AI as its CEO does, and it is not something a CEO can delegate.
Holds
With today's tools and culture, a head of design and four designers are ample even for a company that wants to get big.
Holds
Someone who is not already product-first almost never becomes good at product afterwards.
Holds
Changing people's habits and behaviour is much harder than technologists realise.
Holds
A team of all the same people who are good at the same thing is not going to help deliver the best product experience.
Holds
The best product CEOs stay in the minutiae: micromanaging pixel-level details is not a failure of leadership but the job itself.
Holds
A business making hundreds of millions from an open source project owes it money or contribution, and can be refused its trademarks if it gives neither.
Holds
A codec does not really exist until everyone can decode it.
Holds
A company that will not accept a project’s terms is free to go and use a more permissive project instead.
Holds
A badly written AI outbound email is evidence of a bad vendor, not of a limit of AI.
Holds
A bigger context window does not give you a smarter model; the intelligence of the model is what decides how much of that window it can actually attend to.
Holds
A body of publications is easy for AI models to consume via pretraining corpora but cumbersome for most humans due to CAPTCHAs, accounts, and paywalls.
Holds
A few senior individual contributors can be paid VP money and still cost less than the layered product org they replace.
Holds
A functionally organised engineering team seizes up at around a hundred people, because every feature then has to be negotiated against every other team's bandwidth.
Holds
A group of fewer than four people is not a team: it behaves like a set of individuals, and a single departure knocks it back into maintenance.
Holds