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你们知道genius某个决策是cz顾问点头后才出现的么？ 正统的东西不玩儿你非要去玩儿垃圾🦋的DAO，快去吧，想在那里格局的时候千万别忘了 #ben# 祝君好运。

Introducing OpenDesign Go The first benchmark-curated design model plan. $8 first month—20% cheaper than OpenCode Go and Higher usage limits. Up to 300K+ calls/mo. 10 models: GPT-6 Luna, DeepSeek V4.1 Flash and more. Supports API keys. Use Go with OpenCode, Hermes and more.

Raven 0.2.0 — The Harness of Harnesses, built for RSI. 🐦‍⬛ One harness can't be best at everything. Raven combines its own specialist harnesses (Research, Code, Design, Oncall) with the agents you already use (Claude Code, Codex and more) into one team. And it's built for RSI, and not just at the skill level. The whole harness can be rewritten by AI: prompts, policies, strategy code, playbooks. Every sub-harness, including the orchestration layer itself, is its own instance that can be improved. With Raven you can: 1. Orchestrate many agents as one team. Raven's sub-harnesses and external agents work in one task graph with shared memory across sub-agents, powered by leading orchestration (0.963 Node F1 on the Multi-Agent Orchestration Benchmark). 2. Run long, complex tasks. Oncall and proactive execution keep work going for days, from scientific research loops to shipping a full Godot game. 3. Build vertical agents with RSI. Use Raven's RSI to develop and refine an agent for your domain, and we'll optimize it with you. Experimental for now; reach out to the Raven team(Discord: More in the video and slides below. Open source, Apache-2.0. (lots of work made with Raven lives there, and much of this launch's material was made with Raven too)

Anthropic 放出了 Sonnet 5.5 的完整跑分，最抢眼的一行是 Terminal-Bench 4.0：Sonnet 5 是 10.3%，Sonnet 5.5 是 70.6%，一代之内涨了将近七倍，还超过了 Opus 5.5 的 66.4%。 几个关键数字： OSWorld 2.1 电脑操控：57.0% 到 80.1%，Opus 5.5 是 81.8%。 GDPval-AA 职场知识任务：1844，Opus 5.5 是 1846，GPT-6 Sol 是 1487。 图表识别 Chartography：15.6% 到 61.6%，Sol 是 53.6%。 价格 $2/$10，和 Sonnet 5 一样，是 Opus 5.5 的一半。 很多人看这张表最大的误区，是以为 Sonnet 5.5 已经全面追平 Opus 5.5。脚注里有三处要读： Terminal-Bench 上 Sonnet 用的是 max 档，Opus 用的是 xhigh 档，档位不一样。 独立机构 Artificial Analysis 自己跑出来是 64%，比官方低。 FrontierCode 上 Sonnet 是 46.2%，Opus 5.5 是 54.4%，Sol 是 49.3%，Sonnet 在这一项排在两者后面。 这张表真正讲透的一件事是：便宜的 token 不等于便宜的任务。max 档下，Sonnet 5.5 每个任务要输出约 19 万 token，比 Opus 5.5 还多约六成。独立测下来，最高档的单任务成本已经超过 Opus 5.5。而且拉满也不一定更强，FrontierCode 上 xhigh 是 52.1%，max 反而掉到 46.2%。 所以同样用 Sonnet 5.5，一律拉到 max 的人，账单可能比用 Opus 还高；按任务选档的人，才吃到它便宜的那一半。 你上一次选模型，是看跑分表，还是看自己任务的账单？挑一个真实任务，high 和 max 各跑一遍，对比 token 和结果，再决定。

Many have asked me to give my 2 cents on the (newest) HCL controversy. Probably a bad idea, so I’ll do it anyway: I don’t know C Ye or Britney or any of the “newer” HCL regs. And I have no insider info on this dispute. But I do know a lil’ somethin’ somethin’ about Nik Airball and Ryan Feldman. In my opinion, this is all par for the course for them: I believe they will do and say whatever they need to protect their financial interests. If you haven’t read Beneath the Cards, I break it all down there. As I see it, Airball has long been committed to doing whatever it took to become a mainstay on HCL. Give him credit: mission accomplished. And I think Ryan did and said numerous things in an attempt to destroy my reputation the moment I publicly stated that something shady went down on his show. Four years and a bestselling book later, mission definitely not accomplished. Here’s the takeaway, as is sadly too often the case in the pokersphere: Follow the money. It will so often explain the why behind the actions of the less-savory characters in our industry. In short, if Britney is good for the game, I suspect Ryan and Airball will go to great lengths to protect her.

Higgsfield is the most untold story in tech. $1BN in ARR in 18 months. Faster than everyone other than OpenAI and Anthropic. They spend $4M a month on models. They expect this to be $100K per person per month. They have 150 people working in a content machine. They will breed more millionaires than any other company in Kazakh history. For the first time, @alexmashrabov on the journey to $1BN in ARR. (below) 1. The Power of the Immigrant Founder Coming from Uzbekistan, Alex was pushed into competitive programming at age eight as his single path to reach the United States. For international founders, placing top in global competitions serves as the ultimate social elevator, instilling the relentless work ethic required to build breakout companies. 2. My Biggest Lessons in the Journey to Finding Product-Market Fit @higgsfield burned over $10 million of its $16 million seed round chasing hype and narrative rather than product quality. With under $5 million left, the team pivoted to product-led growth, solving camera control for creative directors, which immediately triggered organic hypergrowth without paid ads. 3. The 150-Person Content Team Powering Higgsfield's Billion in ARR Nearly half of Higgsfield's workforce consists of 150 in-house creative professionals producing tutorials, ads, and cinematic projects. Generating 90 minutes of TV-quality AI video requires 100 hours of raw output, proving human taste and curation remain the primary drivers of distribution. 4. We Spend $4 Million per Month on Models Higgsfield spends $4 million monthly on internal model usage, averaging $10,000 per employee so teams can freely vibe code and test workflows. Uncapped inference compute acts as a force multiplier, allowing top talent to discover breakthroughs at maximum velocity. 5. Why Chasing Benchmarks Is Bullshit and the Corporate Misalignment Occurring Public benchmarks have devolved into corporate psyops where lab researchers overfit test data to secure bonuses before job-hopping. Text-to-video benchmarks ignore real production workflows requiring 3,000-word prompts, proving direct customer iteration beats artificial leaderboards. 6. Why Team Sizes Won't Be Impacted as Much as People Think While AI handles over 60% of basic support requests, complex B2B environments cannot eliminate human teams. High product velocity constantly shifts rules and context, requiring smart, coordinated operators across legal and customer success. 7. Americans Are Way More Promiscuous When It Comes to Leaving Companies Silicon Valley workers routinely jump jobs every two years, prioritizing short-term trends over deep commitment. This transactional market gives international hubs an advantage, where cultural loyalty and team stability build compounding technical moats. (links in comments)

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