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snaily

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Here's an alleged secondary effect of 2 in a quote by Polymarket founder Shayne Coplan[1]:

“When I get hit up by people in the Middle East who are saying, ‘Hey, we’re looking at Polymarket to decide whether we sleep near the bomb shelter; we look at it every day’ and I’m like, ‘Oh, it’s really that popular over there?’” he added. “That’s very powerful. That’s an undeniable value proposition that did not exist before.”

I'm with Matt Levine here[2]:

"There is something particularly dystopian about the idea that:

a) Some countries will bomb other countries.

b) The people doing the bombing will profit from the bombing by insider trading the bombing contracts on prediction markets.

c) This will cause the prediction markets to correctly reflect the probability of bombing, allowing the people getting bombed to avoid being bombed."

[1] https://www.bloomberg.com/news/articles/2026-03-07/polymarke... [2] https://www.bloomberg.com/opinion/newsletters/2026-03-12/lev...

If it is indeed easy to move operations wholesale, I think we would see far more and quicker cases (not just arbitraging differences in labor organization, but also e.g. tax and regulatory regimes). It certainly happens, mind you, but my read is that different forms of institutional inertia puts a damper on the willingness to "re-home".

The explanation is right there in the article, and it does not involve your supposed modern day hubris:

Restorers found that the central panel of the artwork, known as the Adoration of the Mystic Lamb, had been painted over in the 16th Century.

Another artist had altered the Lamb of God, a symbol for Jesus depicted at the centre of the panel.

Now conservationists have stripped away the overpaint, revealing the lamb's "intense gaze" and "large frontal eyes".

For an institutional fund, they can be different, non-fungible pools of capital. The $15M comes from fund limited partner (LP) commitments as part of the investable capital of the fund (i.e. was earmarked for investments and is not the fund manager's money, in a very real sense), but the $100k might (depending on the LP agreement for the fund) come out of the management fees, and if so, is very much part of the P&L for the fund manager.

For a corporate VC, its typically all the same pool, though.

Interchange fees are capped to 0.2-0.3% in the EU by regulation. Merchants pay less (to the issuer, ultimately) for the benefit of accepting credit cards, so there is less fees to hand out as cash back (from the issuer to the card owner).

On 5 October 2011, Spotify was a freshly minted single-billion unicorn. Factually, no-one had plural billions of dollars on the line at that time, not even the senior exec I quoted.

Spotify was also comparatively small at the time, with limited hierarchy. The entire office - execs and rank-and-file alike - was respectful, with a fair number visibly upset and mourning.

This does not ring true to my experience.

I was at the Spotify office the day the news of Steve's untimely death broke. It was a solemn day, and the the one senior executive I spoke to expressed true sorrow, as if a longtime friend had passed. Jobs was incredibly respected by the Spotify crew, as far as I'm concerned.

I think podcasts, from a consolidation POV, looks more like video than music (for starters, think of the content length and engagement level). You'd swap app/provider to listen to a different podcast, but a music player with a limited subset of music is essentially DOA.

Questions 8 years ago

As an example, I believe Spotify opened their original offices in both Stockholm and Göteborg more or less simultaneously.

Without disputing the technical correctness, Spotify's Göteborg office was literally a single desk at a shared office for the first three years of its existence.

Agree. I figured the first step would be cruise-control-on-steroids: trucks from the same owner would have communicating distance sensors and brakes, enabling "convoy" driving at sub-meter vehicle spacing. Because of drafting in the convoy, you'd save fuel and money even with a driver in each truck.

For being the business chat darling, Slack is just not that great at being an amazing chat platform.

I'm comparing to WhatsApp, because in my org that's what everyone defaults to, as the basic chat functionality in Slack is a subpar experience: * No delivery notices, even in private chat * Can't upload multiple attachments/images in one go, but instead defaults to N single uploads * No option not to download large images * Logs in slow, needs to be "connected" and thus struggles to send messages on intermittent connections

Maybe the HipChat infusion of people with a different viewpoint will help?

Facebook, which was the use case you mentioned upthread, doesn't store 5MB images. You'd have to design for way less than 5MB, I should imagine.