HN user
emergence at openai. previously founder @ weights.com
Wow the people in this thread are a huge bummer. This is much cooler and I doubt this is a real safety issue. You can already sign up for a free cloudflare account and deploy it for free, on your own, on a free workers.dev domain. The friction removal here isn't going to meaningfully change the security / amount of malicious content.
This is the economic theory of value creation though - arguably the world is better off because new projects can be created, and they are marginally cheaper than they would have been previously
I did something similar with CA a few months back - https://blog.jonlu.ca/posts/ca-plate-checker
Next steps would be to make it LLM assisted and to generate common number/letter replacement combos
You ran javascript before doing a cmd+f? I guess you are the target audience for this article
Actually hilarious, the distribution of comments on HN is truly bimodal
We've been extremely happy Northflank users for a year now. We are a small, seed stage startup that is managing 7 different clusters across 3 separate clouds (GCP, Azure, and AWS) and Northflank has made it a breeze to use.
We manage a fleet of ~200 GPUs without a hitch. Would highly recommend them to anyone looking for a solution in the manged kubernetes / BYOC space.
You can do a lot of these fully locally with things like RVC web ui or https://tryreplay.io/
Mostly reverse engineering and security write ups
This is a weird coincedence - I just published a blog post on this two days ago https://blog.jonlu.ca/posts/snappy-internet
Side note - I built a tool to help detect non-default javascript variables attached to the global scope https://github.com/jonluca/Window-Differ to aid in security analysis like this. Would be pretty nice to have in devtools
It's even worse - you aren't allowed to work with anyone that you previously worked with for the duration of the clause.
I worked at an NYC based hedge fund until April 2022, and am not allowed to work with anyone that I've worked with at the fund until April 2024, regardless of when they left. This applies even if we don't work on anything competitive to the fund, or even related to finance.
Found this in Elon’s Twitter likes, Founders Fund tweeted about it too
It's a guest post on piratewires by Anduril co-founder Trae Stephens and Markie Wagner
How many markets do you anticipate adding next year?
Central Banking 101[0] is a great primer on this as well
[0] https://www.amazon.com/Central-Banking-101-Joseph-Wang/dp/09...
That's the TLS key. It's trivial to read the "plain text" contents of the HTTP request - this is for when the contents are actually encrypted at Layer 7, the application layer, not the transport layer.
I did write up how to do it for Blind, though, here https://blog.jonlu.ca/posts/decrypting-blind
If your device is jailbroken you can use SSL Kill Switch 2 + Burp Suite to get past TLS pinning. It doesn't do much if the actual payload is encrypted (then you'll need to use Frida, or lldb-debugger or something else like that)
I know this title sounds exactly like those spammy twitter replies but this one is actually real. @dang if you have an idea on a better title that doesn't sound as fake please change it and let me know!
Handshake wanted to reward FOSS developers by gifting handshake tokens (which are quite liquid and able to be exchanged for BTC very easily). Their original intent was "that the free and open source community has insufficient recognition in the long-term benefit in systems". They scraped public SSH keys in 2019, and added these to a merkle tree. Roughly 250,000 GitHub users qualified.
To qualify, you must have had at least 15 followers during the week of 2019-02-04. If you didn’t have a GitHub account at the time, or didn’t have 15 followers, or didn’t have a valid public SSH key uploaded, you were not eligible for the airdrop.
I figured a _lot_ of hackernews contributors would qualify.
How is this upvoted so highly? The web page has very little information, and isn't even complete
I'm not sure they actually need the internet - I was under the impression this was a precache of where to look for satellites. It'll still find it without them, it just won't happen as fast.
Someone more knowledgeable than can correct me though.
This feels like a fairly scary precedent. It also sounds fairly non specific - what counts as a "transaction"?
Wait, apple makes up 5% of the entire US stock market? That feels... weird.
Is that saying ~92k hashes per second? What's the MS Office 2010 hash type?
@dang the title has a typo, I think it should be "Hertz files the ..."
This is so cool. Does anyone have other examples on GitHub of procedurally generated art like this?
Been following PostHog along for a while and am super glad to see this! Congratulations and excited to see what happens in the future. Love this model!
I copy and pasted it from the CNBC article - not sure if that's their emphasis or not.
Dara's email was really well written, and felt as compassionate as one can for a letter from a CEO announcing job cuts.
The full email:
Team Uber:
These have been unprecedented and challenging times for everyone—our societies, our governments, our families, our economies, all around the world. They’ve also been challenging for Uber, and many of you, as you’ve waited for us to define the road ahead. I’ve said clearly that we had to take tough action to resize our company to the new reality of our business, and that I would come back to you this week with the specifics.
Today I have the specifics: we have made the incredibly difficult decision to reduce our workforce by around 3,000 people, and to reduce investments in several non-core projects. As a leadership team we had to take the time to make the right decisions, to ensure that we are treating our people well, and to make certain that we could walk you through our decision making in the sort of detailed and transparent manner you deserve.
Where we started and hard choices
We began 2020 on an accelerated path to total company profitability. Then the coronavirus hit us with a once-in-a-generation public health and economic crisis. People are rightfully staying home, and our Rides business, our main profit generator, is down around 80%. We’re seeing some signs of a recovery, but it comes off of a deep hole, with limited visibility as to its speed and shape.
You’ve heard me say it before: hope is not a strategy. While that’s easy to say, the truth is that this is a decision I struggled with. Our balance sheet is strong, Eats is doing great, Rides looks a little better, maybe we can wait this damn virus out...I wanted there to be a different answer. Let me talk to a few more CEOs...maybe one of them will tell me some good news, but there simply was no good news to hear. Ultimately, I realized that hoping the world would return to normal within any predictable timeframe, so we could pick up where we left off on our path to profitability, was not a viable option.
I knew that I had to make a hard decision, not because we are a public company, or to protect our stock price, or to please our Board or investors. I had to make this decision because our very future as an essential service for the cities of the world—our being there for millions of people and businesses who rely on us—demands it. We must establish ourselves as a self-sustaining enterprise that no longer relies on new capital or investors to keep growing, expanding, and innovating.
We have to take these hard actions to stand strong on our own two feet, to secure our future, and to continue on our mission.
I know that none of this will make it any easier for our friends and colleagues affected by the actions we are taking today. To those of you personally impacted, I am truly sorry. I know this will cause pain for you and your families, especially now. Many of you will be affected not because of the quality of your work, but because of strategic decisions we made to discontinue certain areas of activity, or projects that are no longer necessary, or simply because of the stark reality we face. You have been a huge part of this company and every day forward we will build on the foundations that you established, brick by brick.
Our decisions and the road forward
We have decided to re-focus our efforts on our core. If there is one silver lining regarding this crisis, it’s that Eats has become an even more important resource for people at home and for restaurants; and delivery, whether of groceries or other local goods, is not only an increasing part of everyday life, it is here to stay. We no longer need to look far for the next enormous growth opportunity: we are sitting right on top of one. I will caution that while Eats growth is accelerating, the business today doesn’t come close to covering our expenses. I have every belief that the moves we are making will get Eats to profitability, just as we did with Rides, but it’s not going to happen overnight.
So we need to fundamentally change the way we operate. We need to make some really hard decisions about what we will and won’t do going forward, based on a few principles:
We are organizing around our core: helping people move, and delivering things.
We are building a cost-efficient structure that avoids layers and duplication and can scale, at speed.
We are being intentional with our location strategy focused on key markets/hubs.
Mac will now lead a unified Mobility team, which will include Rides and, as of today, Transit. Mac will continue to manage our cross-cutting functions like Safety & Insurance, CommOps, U4B, and Business Development, the latter of which will be centralized across Rides, Eats, and Freight under Jen. Pierre will lead what we will call “Delivery” internally, encompassing Eats, Grocery and Direct.
Given the necessary cost cuts and the increased focus on core, we have decided to wind down the Incubator and AI Labs and pursue strategic alternatives for Uber Works. Due to these decisions, Zhenya has decided it makes sense to move on from Uber. Zhenya is customer-centric to her core, and I am deeply grateful for all of her hard work.
We are also looking at our geographic footprint. While it served us well for many years to cast a wide physical net, it’s time to be more intentional about where we have employees on the ground. We are closing or consolidating around 45 office locations globally, including winding down Pier 70 in San Francisco and moving some of those colleagues to our new HQ in SF. And over the next 12 months we will begin the process of winding down our Singapore office and moving to a new APAC hub in a market where we operate our services.
Having learned my own personal lesson about the unpredictability of the world from the punch-in-the-gut called COVID-19, I will not make any claims with absolute certainty regarding our future. I will tell you, however, that we are making really, really hard choices now, so that we can say our goodbyes, have as much clarity as we can, move forward, and start to build again with confidence.
How we are helping departing employees
As we previewed last week, we have taken a lot of feedback and worked to provide strong severance benefits and other support for those leaving Uber, like healthcare coverage and an alumni talent directory. We’re also taking care to support people in special situations a bit differently, like those on US visas or parental leaves. While the details will differ slightly by country, you can see a summary here. Every departing employee will have a 1:1 to receive the details of their individual package.
Given the global nature of these changes, and the local rules and regulations involved, the individual experience today will vary by country:
All other countries (those not listed to the right)
Argentina, China, France, Germany, India, Ireland (COE only), Italy, Kenya, Netherlands, Norway, Pakistan (Karachi only), Poland, Portugal, Slovakia, South Africa, Spain, Turkey, UK (ULL only)
In these countries, we can communicate about individual impacts today.
Everyone in these countries who is affected has already received an email, and will soon have a calendar invitation to a private meeting with a manager and HR.
If you are in one of these countries and you did not receive a separate email this morning, you are not affected.
In these countries, local laws mean that we cannot be as specific about individual impacts today.
In some countries, we will start a consultation process. In others, there are restrictions on making changes during the COVID lockdown.
If you are in one of these countries, you will get an email from Nikki describing next steps for your location.
If you are one of the many affected Uber teammates, I’ll acknowledge right here that any package we offer, regardless of how thoughtful or generous, will never replace the opportunity to belong, to make a difference, to establish the kinds of bonds you establish with any important company or cause. We wouldn’t be here without you. We will finish what you started, and we will be excited to see the great things that you will build next.
I am incredibly thankful to everyone reading this email, because the resilience and grit you’ve shown has made Uber the company it is and will continue to be. I’ve never had a harder day professionally than today, but Uber has consistently surprised me with the challenges it has thrown my way. But it’s the toughest challenges that are worthwhile, and I know even more strongly in my heart than I ever have that Uber is worth it, and more.
Dara
Gotcha, thanks! Will keep the 1 year rule in mind
Flagged for taking you straight to a signup page, this is not Show HN eligible.
This is cool! I've always wanted to find something like this that wasn't purely business students looking for someone to build their "startup idea". Hope it succeeds and gains traction!