scep12

They already are

Is that really "widespread/mainstream" though? Podcasts listening is pretty huge; in the US "38% of those age 12+ in the U.S. are monthly podcast listeners" (ref: https://www.edisonresearch.com/the-infinite-dial-2022/)

Is it possible that Podcasts are the last remaining widespread/mainstream use case of RSS?

Frigidaire has one: https://www.appliancesconnection.com/frigidaire-professional...

I almost bought this after much research but ended up doing a range instead.

It's much easier to find a range with knobs for the cooktop so I won't bother linking to one.

I prefer https://en.wikipedia.org/wiki/Passive_house

I can't believe it took this much scrolling to find a reasonable take. I think personal preference is clouding people's judgement. Of course it will depend on your employer and how much the office was part of company culture prior to covid, but I think what you're predicting will largely bear out.

Huh? Maybe you're not understanding that a Y towing a Y is netting you fewer total miles in the long run than just driving a single Y. There's no reason to do what you're proposing.

A simple exercise to prove this to yourself: if you have a full Y and an empty one, how much range do you get when towing the empty one in Regen mode? It's less than half of the full range. And when you switch to the one that had been towed? Yup, less than half your full range.

The top 1% by what? Income?

Here's another one: the top 0.001% make 0% of the income and pay 0% of the taxes.

The weird thing is that none of it is terribly surprising or unexpected.

Have I been living under a rock? I think we may have suspected that the ultrawealthy was not paying their fair share, but paying nothing? Using elaborate loopholes to actually get out of any tax burden at all? I found that to be shocking.

complained

This is disingenuous. ProPublica pointed out that, regardless of the individual transaction, he amassed so much wealth that the .5B in taxes were a drop in the bucket.

PP isn't accusing Musk of cheating the system. They're pointing out that the system is broken.

The intention was not to create tax shelters for the ultra-wealthy. Hence the income limits.

Thiel used a loophole to grow his wealth using the Roth as the vehicle.

This is for logged-out. I believe find-my-iphone is only for users logged into their iCloud accounts.

Then why do it at all? What would possibly justify such a large investment of capital if Google didn't believe it to be a potentially nontrivial contributor of future revenue?

Do you have an exact time?

Is it purely a talent discrepancy or do you think there is a difference in culture that contributes to their differences?

I wonder how much faster the 13" MBP with M1 will be compared to the M1 MBA?

Comparing the i7 MBA and the i7 13" MBP to the M1 MBA may give us some clues: https://browser.geekbench.com/v5/cpu/compare/4652543?baselin... and https://browser.geekbench.com/v5/cpu/compare/4653087?baselin...

It might be a bit of a stretch, but it seems possible that these laptops could get close to double the performance with double the battery life.

Optimistically: I suspect the reason they didn't upgrade the 16" pro is because of the RAM story. In other words: no 16" w/ the M1 is an acknowledgment that configurations with 32gb (and hopefully 64gb) of RAM are not ready, and it would be unreasonable to release the highest end MBP without those options available.

Hopefully we'll see the 13" and 16" MBPs with M1+ and more RAM next Spring.

This would make sense given the pricing, too.

For example, the $1,249 air is very similar to the $1,299 pro. The MBA has a bigger SSD, but the MBP has a bigger battery, isn't throttled (i.e. has a fan), and also has the touchbar (which may be controversial, but for the sake of comparison, remember that it comes with a manufacturing cost).

It seems reasonable that these are priced similarly. Of course, the machine I want is the MBP with the bigger SSD and no touchbar :)

I think it's reasonable to expect that overfitting is on the radar for Waymo (no pun intended) given that 1) their parent/sibling company's expertise in the domain and 2) that they've been extensively training outside of Phoenix both in real-world and simulation.

To continue down this path, I wonder how easy/hard it is for the Waymo "driver" to adjust to driving on the other side of the road.

The justification that this group has come up with (and was sent to Mass voters as part of voter registration info!) doesn't even pass the smell test.

"Conor Yunits, the spokesman for the Coalition for Safe and Secure Data, said, "This ballot question will create easy opportunities for strangers, hackers and criminals to access consumer vehicles and personal driving data–including real-time location. It will put people at risk, without doing anything to improve the consumer experience." Via https://ballotpedia.org/Massachusetts_Question_1,_%22Right_t...

The Flight Software team is about 35 people.

I'm shocked the discussion is about UI tech and not that there was only 35 people on the team that built the software to land Falcon 9.

Surely it's changed in the last 7 years. Anyone know the size now?

Seems like a mistake by an automated system. It's a bummer that there's infrequent mixups like this, but I do wonder what the alternative is. YouTube faces a similarly hard moderation problem. There's nothing they could do to appease even just 90% of criticisms.

As usual, great stuff from Benedict. One of the better twitter follows I've picked up in the past few years.

The ad market reset in 2008, and the visible part is the money leaving print, but the most interesting part may be the money that’s not captured in ‘advertising’ at all.

My thinking exactly when I look at this chart. The definition of "advertising" and the criteria for inclusion in each of the 4 buckets would be interesting. I can certainly think of other ways to capture consumers' attention than spend money on print, digital, tv, or radio.

This is an awesome deck. I'll be bookmarking this as a great resource to pass along.

Tangent: although the portability and consistency of PDFs is nice, I'd love a browser extension that gave me a nicer view of slides that were exported as a PDF. I find there's something more satisfying about discrete pagination vs continuous scroll for these types of things.

You can group multiple orders per delivery

Isn't this the reason that cost per order isn't fixed? The more orders a single delivery can fulfill, the lower the cost-per-order becomes.

For me, the source of my procrastination usually falls into one these buckets:

a) Not motivated or interested enough in the work

b) Not feeling mentally sharp

c) Overwhelmed and disorganized

I don't find it useful to spend time building productivity systems, because productivity comes and goes for me based on many factors. That's usually OK. But when I do find myself in a productivity rut, the solutions are usually straightforward:

a) Not motivated? Take a step back and find a new angle on the work that seems appealing. Might require seeking new perspectives from others. In some cases, it will require a competitive angle.

b) Exercise and read more in place of technology time

c) Simple to-do lists, with basic categorization and priority does the trick for me here. This is especially true when leading a team on a project. At its most primitive, this is a spreadsheet with columns for "TODO, category, priority, blocked-by, assigned" etc.

You have insanely large pools of capital creating an incredibly inefficient money-losing business model. It's used to subsidize an untenable customer expectation. You leverage a broken workforce to minimize your genuine labor expenses. The companies unload their capital cannons on customer acquisition, while this week’s Uber-Grubhub news reminds us, the only viable endgame is a promise of monopoly concentration and increased prices. But is that even viable?

Are there historical examples of this strategy working? I can't think of any off the top of my head.

Uber's bet is that the desirable customer experience (quick, cheap delivery) is tenable with both 1) scale and 2) new technology that drives prices down. In the long run, I think they're right:

For #1: When you consolidate two (or more) local delivery operations that do the same thing, you can increase the efficiency of your operation as a whole.

For #2: The big question is: can they stay solvent long enough to see autonomy or other delivery technology come to fruition? I have serious doubts about this. I expect we'll see Uber slowly raise prices to keep the business sustainable.

You couldn't move to Canada easily?

The great suspender will get you part of the way there.

That data isn't as useful as you're implying.