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Ask HN: My CEO wants to go hard on AI. What do I do?

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Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#51

I don't know what industry your company is in, but godspeed to your CEO on tanking your company with AI bullshit so that this stupid f**ing bubble pops and everyone can go back to thinking carefully using their brain instead of working on better serving Roko's Basilisk. Couldn't be more excited for this kind of short-sighted, AI-instead-of-people thinking to become shameful. How many people need to aim the gun at the…

Hmm, the AI integrations don't seem to be panning out, I'm guessing its the wrong engineering team... lets try offshore!

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#52
post #32
post #26

Earlier quoted context omitted.

The ceo likely has more voting shares alone. The issue for a cashflow negative business is attracting new money.

It is exceedingly rare that voting shares play a role in any of these decisions. When you need cash to pay salaries, the decision lies in the hand of the stakeholder with the cash, not the shares.

Like I said, if the business is cashflow negative the issue is attracting new money.

I think you’re going a little far with absolutes on your reply but it’s not really relevant anyway.

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#53
Your question needs reframing.

As it stands you’re stuck. If there’s no product roadmap showing how ai will help your product, being “ai first” Is meaningless bullshit.

But maybe if you reframe your question you’ll get a different answer. What does your company do? (You left out all the relevant information that might lead to a positive answer so you’re not even making room for it to be possible. If this is going to work out, you need to make room for the possibility, so start there. “What would it take for this to work? And what can I do to help”)

As a technical person you might be best suited to explore how AI could make your product better. A less technical person can dream things up but without knowing what is technically possible it might not be useful.

The absolutely essential next step in the conversation with your CEO is how do you envision AI being useful for our product. you might need to assist in this ideation (if not you, the most senior technical person at the company, even if you’re not most senior sometimes fresh eyes see something key)

Imagine you make a smart thermostat like a product built around the recent post about the bloke who reverse engineered his landlord’s thermostat to enable smart features and mobile control.

Is there room in that scheme for AI? Absolutely. If he rebuilt his project to be AI first he’d probably build it around voice control or integration so it can predict the user’s needs. He might grant the user the ability to ask conversationally for added features (I’ll be away for 3 weeks let’s turn the heat down and save some money. Turn it back on when you get an alert that my phone is 2 subway stops away.) Or he could build it around silently predicting what the user needs. But honestly it might not be worth recreating that project to be ai first. If it works and does the 5 things he wants what more is there to do? Saying “this is not a place that benefits from AI” is perfectly reasonable.

One place I’ve found AI to be useful is when interacting with the infinite variability of the real world. AI can look at data and transform it into the proper shape in a way that would take structured programming an infinite number of corner case loops.

Another area is offering conversational interface with large data sources or complex systems.

Another way is in rapidly building one-off integrations. (Staying on the smart thermostat page maybe there’s a new site where the system needs a new integration, you might use cursor to rapid prototype the integration)

In the same way there are places that are not a good fit for ai. Enumerate those too. Show up and run the good places for ai and bad places for ai against the list of features and technology you currently employ or to your known or imagined customer needs.

Ai is hugely powerful but just shoehorning it in everywhere is stupid and wrong. You should only use it if there’s a thing you can do better by using it. If you can’t see what that is you won’t ever be able to do it.

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#54
Here's what you should assess:

> Great team, great technology, great PMF and good progress on revenue targets.

Good progress on revenue targets from _your_ perspective sounds like not great growth, but communicated softly.

> The argument seems to be that they've realized the only way to achieve the next round of funding is to be "AI-first". There is no product roadmap for what this looks like, or what features might be involved, or why we'd want to do it from a product point of view. Instead the reason is that this is the only way to attract a big series C round.

This is not a thing a company does when they have good enough growth. Adequate revenue growth when you need a series C must be very good growth. Adequate growth when you'e profitable is a very different thing.

> Instead of working on useful, in-demand product features, it feels like we're spending a lot of time looking at a distant future that we'll struggle to reach if we take our eye off of the ball. Is this normal?

Yes, very normal. If I'm you, I'm wondering if there's really product/market fit. Useful, in demand product features almost don't matter. Building more does not make more money happen.

But also, the AI stuff is disruptive. In a way that the internet was. I think what you should probably judge most strongly here is if there is ANYONE with influence that has a take on how that looks for your company. That take probably includes "how this makes a lot of what we do irrelevant".

Absent that, I'd just write the company off. If you like the job great. If you don't like the work enough to be happy while the company atrophies, I think you're going to have a rough time.

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#56

From what I've seen, anyone giving you definitive answers is blowing smoke. I've seen teams go for AI, do it well, and succeed. I've also seen teams go for AI, f it up, and all get fired as the company shuts down. The question is whether the key value of your product can benefit from the strengths of AI? If not, don't go there. If so, you then need to determine if your team can actually deliver an AI-driven vision th…

> I've seen teams go for AI, do it well, and succeed.

Succeed based on what criteria? I struggle to think of a single product with "AI" that I'd call successful (excluding the already existing and established niches of recommendation algorithms and computer vision which have been rebranded AI and maybe are what you're referring to).

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#57
There's a lot of open positions in the beachfront hospitality industry in various lovely spots around the world. Personally, if I wasn't the sole tech decision maker for my company, and some jerkoff told me we'd be pivoting to an AI-first approach, I'd have a bag full of shorts and Hawaiian shirts packed and be on a plane by midnight. I'd rather be making margaritas for entitled tourists and living in a goddamn hut than putting up with that shite.

Re: Ask HN: My CEO wants to go hard on AI. What do I do?

#59
1. If you don't do it, someone else will.

2. It's more important that you describe a good story for your CEO to use, than actually implementing it.

3. Find/hire someone who can help you write the story. Just make sure that person has a weakness that ensures they can't completely replace you (see item 1).

4. Manage development speed, team expectations and priorities to the actual best of your abilities.

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