Herkese merhaba, karşılıklı takipleşiyorsak lütfen okuyun.

Bu herhalde, ücretli aboneler hariç, X'te yazdığım son Türkçe mesaj.

Hem hesabı tamamen İngilizce hâline getirmek hem de network effect sebebiyle Türkçe çemberinde kapalı kalmamak için takip ettiğim Türkçe hesapların takibini ayrım yapmaksızın bırakıyorum önümüzdeki bir hafta içinde. Bu konuda uzun uzun düşündüm. Lütfen gücenmeyin.

Fakat takip ettiğim sizlerle kontağı asla kaybetmek istemiyorum!

Bu yüzden, karşılıklı takipleşiyorsak, ya çoktan bana ait olduğu belli başka bir hesap sizi takip etmeye başlamıştır ya da önümüzdeki bir hafta içinde edecektir. Bu hesap @Halilbabillitr

Orada çok aktif olmayacağım, ancak kontağımızı sürdürebiliriz.

Her zamanki gibi Türkçe içerik ya X'teki ücretli abonelere ya da Substack İş Dünyası'nda üretilmeye devam edecek.

Great infographic from Deepali Vyas.

I’m seeing this in the market too. Small teams of two or three experienced people who know how to orchestrate AI are already outperforming much larger teams.

At the same time, the middle is being squeezed.

Managers whose main job was ough layers are losing the reason those layers existed: AI can move and synthesise information directly, while experienced people can act on it.

The hard question is what those managers become next. The answer cannot be another layer of coordination. It has to be judgement, accountability and better decisions.

Here is the video if you want to dig deeper: youtube.com/watch?v=lqzETO…

Solve a problem a large company overlooked, then get acquired by them.

There is a strange pretence that every exit must be worth hundreds of millions.

A $5 million exit is an excellent outcome for most people.

We invested in 26% of the SMEs we advise. Our 12-month client retention rate is above 85%.

More importantly, every owner we have worked with who later launched another company has asked us to advise them again.

That is because we are selective and do not treat advisory as a transaction. We understand the business, stay close to the real problems and act as partners. We don't advertise or work with organisations unless we believe we can add genuine value.

Everyone wants to work with small and medium businesses. Few understand what it actually takes.

Personal project: I will plan a generational ship as a side hobby and share the plans here.

Let's see where we will end

It seems that reducing the speed is more logical, as you don’t need to worry about interstellar particles hitting you at relativistic speeds.

OK, to reiterate: I try to limit the number of small and medium enterprises I work with to five at a time, because in my experience, going over that number isn’t sustainable.

In the new year, I’m planning to set up a waiting list for anyone who’s interested and go from there.

So, you can hit me up to get on the list.

ClaudiaGI - Accélère! (Accelerate!)
Some more local-gen french slopcore with english subs 😁

Palantir CEO Alex Karp says all smart people hide their intelligence:

"One of the ways you make it to the top is you hide how smart you are."

"Every single person who has shared how intelligent they are tells you how stupid they are."

Fun fact: the word “gun” is short for Gunhild, an Old Norse girls’ name that people used to call their weapons for some reason. Like a good number of Germanic names, its literal meaning is ‘battle-battle’.

Peter Thiel has a blunt test for whether a startup team is thinking clearly.

Watch how they talk about their own outcomes.

His observation: when founders start framing results as luck — "maybe it works, maybe it doesn't, so let's just invest a little and see" — that's not . That's a diagnostic failure.

The mechanism is specific. Luck-framing doesn't emerge from humility. It emerges from not having done the analytical work to understand *why* your business will win. If you've truly mapped the competitive dynamics, the customer psychology, the timing — you don't describe the outcome as a coin flip. You describe what needs to be true and why.

The portfolio mindset ("let's see what happens") is what you default to when you don't have conviction built on evidence.

Thiel's sharpest version of this: the founders of Google, Amazon, and Apple in their early days weren't operating on hope. They had specific theories about why they would win that others couldn't see yet. Bezos mapped out why e-commerce would scale through selection and logistics before the market existed. That's not luck-denial — that's rigorous foresight presented as conviction.

When a founding team tells you "we'll figure it out," the question isn't whether they're optimistic. It's whether they can articulate the actual mechanism of their advantage.

If they can't, the luck framing isn't a personality trait. It's a capability gap.

Blaming luck is what you do when you've stopped thinking.

By the way, you can create an AWS AIDLC-like system from scratch, native to your organisation.

If you’re not too constrained capability-wise to rely on off-the-shelf tools, you should build something tailored to your needs.

If you’re under 30 and you’re either left-wing or right-wing, I respect you. You’re still discovering things and trying to understand how the world works.

If you’re older and still stuck to an ideology, I respect you less.

If you never commit to anything AND generate value, I respect you the most.

Italy is one of the best places to live and travel if you have some money.

Far worse if you are Italian.