Answered raw tape
D 5 · C 5 · P 4 · Cm 4 4.60
Q like booking a flight and only 50% of the time it like books the flight, it's like, well, I'm just going to do it myself. Right. Cause like, it's only going to take me a minute. Whereas like the dishes could take 20 minutes. Right. So how, how do you think about kind of, uh, the sort of threshold of reliability in order to like really deliver value for consumers?
A Yeah. I think that, that Like, we don't think right now about delivering value for consumers, and it's kind of why we structured the company the way we did. We're a research lab. We're trying to solve this problem of physical intelligence. We really like these consumer-oriented tasks, and I think people tend to as well, like, when they think about laundry being folded for them. I think there'll be a point at which it gets good enough that we can deploy it to consumers, but it's not going to be, like, 50%. It's going to be closer to 98, 99%. And there, I think we can harp on, um, self-driving cars, where there will be a period of, Of interventions, right? Like if it doesn't work, it's not that it just will stop and do nothing for a while. We can have a human teleoperator intervene and finish the task. But I think the other cool thing about the home and consumer use case is there's so much that could also just happen overnight. Um, there's like while you're sleeping, your laundry is folded, your, your, your meals are cooked for like the, you know, they're prepped for the week ahead. Um, your house is tidied. Uh, so consumers still a little far away, but making a lot of progress.
AI assessment note: “it's not going to be, like, 50%. It's going to be closer to 98, 99%.”
Answered raw tape
D 5 · C 4 · P 4 · Cm 4 4.30
Q had in your careers, uh, Google and Stripe, uh, in some ways, big companies that maybe move slower than a small startup, but at the same time, both of those organizations, I feel like the time from, Hey, we're starting the company to, we have a product that it wasn't a research organization for years. Um, what have you learned from those organizations? What are you taking into this experience?
A Stripe really taught me everything I need to know about building a robotics research lab. Uh, it's just lessons galore. I'd never worked in a research environment. Uh, so I don't have priors. I don't know what a research environment actually looks like. I just know what our research environment looks like. I feel like we Whatever it looks like, uh, maybe it operates exactly like startups, like maybe grad programs are exactly like startups, but we feel like every other company I've worked with that moves extremely quickly and has a clear set of goals and direction and just has a bunch of people that work behind it and work extremely hard to solve whatever it is that, that we're setting our, our minds towards and, and, uh, there's so much I learned from Stripe that informed that, but a lot of it's just the, the obvious stuff, right? It's like, Hire exceptional people. Set a really high bar for it. Don't compromise. Set a very clear set of goals for everyone. Really align people. Actually, I think that's one thing I really took from Stripe, is you want an extremely aligned set of people. And I've never seen more alignment than I've seen at Pi. We talk about the alignment tax. Like, when we're bringing someone on, how much work is there to align them around our mission, our way of seeing the world, and almost everyone that joins, there's like basically nothing. Most of the people t…
AI assessment note: “Actually, I think that's one thing I really took from Stripe, is you want an extremely aligned set of people.”
