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The future has arrived Our Robotaxi vehicle lineup now includes Cybercab, our first purpose-built autonomous vehicle without a steering wheel or pedals — launching now in Austin, Texas Designed for safety, accessibility and comfort, Cybercab is bringing autonomy to everyone.

We're still so small but I'm loving the team we've got at Superlogical. They're so talented and kind and love their craft. It's a different era of software development and our expectations and practices reflect that. I want to share a bit about how we work. First, everyone is trusted to push to main. We do machine-aided code review pre-push and human plus more machine-aided code review post-push. Limited to no PRs. Culturally, we've all agreed that if we ever hire someone who we DON'T trust to push directly to main, then they probably aren't the right fit for the team (so far, not an issue). Some common sense here: if someone is stepping outside their lane or comfort zone, we'll open PRs. For example, I'm pretty trash at macOS/iOS UI, so I'll open PRs for UI-affecting functionality and ask for eyeballs/help. But for business logic and internals, I push to main. Second, everyone can cut a release. Our release process is fully automated and when you start a release (for any platform) it triggers a Slack notification and a 15 minute countdown. The 15 minute warning is a final gate that allows people to review plus collaborate on a changelog. During that 15 minutes, anyone in the company can pause the release rollout. After 15 minutes, the train leaves the station. You can't override the 15 minutes (except to pause). It gives everyone a chance to step in. Third, we avoid synchronization through fast remediation rather than through planning. The server and clients on various platforms ship features as fast as they can. We use post-hoc human review and AI-assistance to identify feature mismatches across products ("Windows has support for X and Mac doesn't." or "Mac and Windows differ in their behaviors for Y in this way."). This avoids expensive "sync" meetings and coordination. We trust that producers of features are mindful of what they're producing and we trust that adjacent product lines will self-synchronize quickly. In practice, we see feature parity across platforms within 24 to 48 hours. All of this works on mutual trust. It ONLY works with mutual trust. Everyone at all times has to trust that they've got each others back: 1. Push to main only works if you fix your mess, or if you don't, that someone else will quickly but that you'd do the same (and generally in equal amounts). 2. Anyone can deploy only works if you trust everyone to cut at the right time, with the right changelog, and that people will respect the 15 minute timer. 3. Sync through fast remediation only works if you trust other teams will pick up and integrate your work quickly, which only works if you would too. It also only works if you are fairly producing mismatches (e.g. not constantly). We've got a great team. I know we're still small and that these practices will change in many ways as we scale. But this is already a markedly different practice than what I would've done 15 years ago. In general, we are building from day 1 on a foundation of mutual respect, excellence, and trust. And it's been awesome.

The "Overhyped vs Recommended" debate is back For EP.2, PKUers from different countries are weighing in on Chinese food. Some dishes are overrated, some are underrated, and some are simply their comfort food. What's your take? 🎤: Matheus Bender; Tiptanya Monkonkoon; Pralhad Gupta; Owen Wang —— PKU Vox Pop

Doing a bit of a self-experiment. Goal: use my personal health and travel data to provide personalized diet and exercise recommendations for me, using frontier models but in a way that avoids leaking to them any private information. Strategy: use a local model (Qwen 3.8 Flash Next) to orchestrate, and use powerful remote models as a tool call to benefit from higher-level thinking and knowledge that the local model does not have. Three-layer approach to privacy: Avoid leaking personally identifiable information, or leaking my identity through writing style -> local model writes the queries to the frontier model, not me Avoid leaking who I am through the payment channel -> zkAPI Avoid leaking who I am through networking / IP -> Tor You need all three (and finally we have all three, at least to some extent) A skill file teaches the local model when and how to construct minimally-data-revealing requests to remote models. Use zkAPI-wrapped-with-Tor as a CLI tool. And everything works! I got the recommendations back, info from frontier models helped to improve them. Main deficiencies: * Tor is really not optimized for request-by-request de-linking, which is the only form of network-layer privacy that really makes sense in today's world (long-running identifiers are too fragile). Probably not private enough, and latency 10-100x higher than it could be, at the same time. * The skill file's request construction strategies are definitely far from optimal. * Qwen 3.8 Flash Next is still too slow for comfort. It's comfortably running at 20-30 TPS, but it would only really start to feel fast at 100+ * There is a tradeoff: the more careful you are about what data you give to a remote model, the less it can help you

After experiencing Cybercab for the past few days in Austin, I think the biggest thing people are missing is the zero-sum game built into Uber. You have two people sharing one environment, with different preferences. The driver likes the temperature at 66. I want 72. If I get more comfortable, he gets less comfortable. He likes his music. I want mine. He wants the windows open. I want them closed. I take a few extra minutes getting to the car, and those are minutes another human spends waiting for me. There’s this constant little tug of war. My comfort and convenience can come at the expense of his. And I don’t blame the driver. It’s his working environment. He’s in that car all day. Of course he has preferences. That’s why I just let him play whatever music he wants. I don’t want my comfort to come at his expense. We’ve gotten so accustomed to this that we barely notice the tension anymore. Then you take a Cybercab. I set the temperature to 72. Nobody gets less comfortable. I play my Spotify at the volume I want. Nobody has to give up their music. I grab my Starbucks and take a couple of minutes to walk over, within the pickup window. Nobody is sitting there getting irritated with me. The car has no competing preferences. That is a profound change in the experience. I can optimize the ride around what makes me comfortable without asking another person to sacrifice what makes them comfortable. And you feel it. You get in, lean back, and relax. There’s no negotiation. No wondering whether your request is going to annoy someone. That whole layer of social tension disappears. I think this is a huge part of Cybercab’s value. Removing that zero-sum dynamic changes what the service feels like at its core. Once people experience that, I think a lot of them are going to have a very hard time going back to Uber.

Remembering the late, great Dolly, who brought joy, comfort and inspiration to so many - including the millions of children given free books through her Imagination Library. We will always ❤️ you.

They don't ask for money first — they ask for trust. 🚩 The scams that hurt most aren't rushed. Weeks of chatting, "helping you make money," building comfort — then the ask. Know the pattern before it happens to you 👇 #KuCoin#

Elon Musk sent every Tesla employee a memo that took authority away from their managers and handed it to them. He never asks for more hours. Every rule moves a decision closer to the person doing the work. Musk: “Excessive meetings are the blight of big companies and almost always get worse over time.” Companies have a role for everyone who creates process and no role for anyone who removes it. Meetings and approval chains survive because removing them was never anyone’s job. Musk: “Walk out of a meeting or drop off a call as soon as it is obvious you aren’t adding value.” Attendance has always been treated as proof of commitment. He made it worthless, and contribution became the only thing that counts in the room. Musk: “It is not rude to leave, it is rude to make someone stay and waste their time.” Ordinary manners protect whoever called the meeting. He moved that protection to everyone else sitting quietly with real work waiting on them. Musk: “Don’t use acronyms or nonsense words for objects, software, or processes at Tesla. Anything that requires an explanation inhibits communication.” Internal vocabulary converts knowledge into status and charges every newcomer a fee to participate. A company that speaks plainly can absorb talent at full speed. Musk: “Communication should travel via the shortest path necessary to get the job done, not through the chain of command.” Most good ideas die in transit, three levels below anyone with the power to act on them. Musk: “Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.” The only threat in the entire memo. A manager who insists on being routed through is buying his own relevance with everyone else’s time. Musk put a price on it. Musk: “Always pick common sense as your guide. If following a company rule is obviously ridiculous in a particular situation, the rule should change.” Following a bad rule normally shields you. Exercising judgment exposes you. He flipped which one carries the risk, and every rule now has to earn its place against the person applying it. Every institution drifts toward protecting its own comfort. The ones that keep building are held together by people who rewrite the rules back down to something a single person can act on. Nothing on that list requires a budget, a headcount, or a title. You can run the entire memo from wherever you are sitting right now. Most people never test it and never learn it was permitted the whole time.

a lab in the netherlands scanned couples during orgasm and stumbled onto the strangest finding in sex research. when women wore socks, the orgasm rate jumped from 50% to 80% the researchers weren't studying socks. the scanning room was cold, some women complained, socks were offered. suddenly the success rate exploded and the team realized they'd accidentally run the most important experiment of the study the mechanism showed up right on the brain scans. female orgasm requires the amygdala, the brain's fear and threat detection center, to power down. cold feet kept the threat system quietly online. warm feet let it switch off. that tiny bit of physical discomfort was enough to block the entire cascade - her brain cannot climax and scan for problems at the same time. the systems are neurologically mutually exclusive - socks are a stand-in for the real variable: comfort. temperature, privacy, no time pressure, no risk of interruption, nothing pinching or hurting. every small discomfort is a tax on the fear center - this is why the same technique works one night and fails the next. the variable that changed wasn't your hands. it was her nervous system's threat level - the environment is doing foreplay before you touch her. warm room, locked door, no rush, phone away men study techniques for years and lose to a cold room. her nervous system decides if orgasm is possible before your skills ever enter the conversation. handle the amygdala first. the socks were never about socks