Eitan Shay

Cybercab has started production

I am the Senior Director of Workforce Intelligence at Meta. I want to be clear about what we're doing. We are installing software on every US employee's computer that records their mouse movements. Their clicks. Their keystrokes. Occasional screenshots. This is not surveillance. This is training data. There's a difference. Surveillance implies we're watching you. We're not watching you. We're studying you. The way a veterinarian studies a horse after the race and before the rendering. Every employee consented to this. Page 74 of the onboarding handbook, section 12(c), "Productivity Analytics and Workplace Improvement Tools." It's between the dental plan and the mandatory arbitration clause. Everyone signs it. Nobody reads it. That's the design. The program is called Workflow Capture. Internally we sometimes call it Shadow. I signed off on the name. I liked it. Your shadow does everything you do. Then one day you turn around and there's nothing casting it. We presented it at the Q2 all-hands. The slide said "Investing in Our People." Which is technically accurate. We are investing in our people. Specifically, in converting them to data. The software captures how a recruiter moves through a candidate pipeline. How a designer iterates on a mockup. How a content moderator scrolls past a beheading video in 1.4 seconds and flags it and moves to the next one and the next one and the next one. We're recording that. The rhythm of it. The muscle memory. The hesitation before a click and the speed after. We need the hesitation especially. That's the part the models struggle with. The pause before a human decides. The three seconds where a project manager stares at a Gantt chart and moves one bar six pixels to the right. We're capturing those six pixels. We're feeding them to the model. We need the project manager for approximately four more months. He doesn't know that. He thinks the six pixels were a decision. They were a donation. Here's what I'm proudest of. We're doing this during the same quarter we laid off several hundred people across Reality Labs, Facebook, recruiting, and sales. Some of them were offered new roles. Requiring relocation to offices we internally refer to as "strategic growth hubs." Nobody has relocated. But their mouse data is already in the training set. Between you and me, the mouse data was the actual deliverable. The relocation offer was the exit clause with better optics. HR calls it a "dignified transition pathway." I call it a two-week head start on processing their cursor logs. The departing employees do exit interviews. They describe their daily workflows in detail. They think it's for retention insights. What went wrong, what they'd change, how they spent their days. Very thorough. Very candid. People open up more when they think someone cares why they're leaving. Nobody cares why they're leaving. We care how they worked. We extended the exit interviews from thirty minutes to ninety. We restructured surviving employees into what we call AI-native pods. Each employee now holds one of three titles: AI Builder, AI Pod Lead, or AI Org Lead. The memo said we're "fundamentally rewiring how we operate, how we are structured, and how we support each other." I wrote that line. What it means is: we're rebuilding the org chart so the AI can read it. Pods of four to six people. Small enough to record. Small enough to model. Small enough to replace as a unit. That's the elegance of it. You don't replace one person. One person has a lawyer. You replace a pod. Six people aren't a wrongful termination. They're a discontinued workflow. I should mention the interns. We expanded the intern program by 40 percent this year. Interns make more mistakes. They take wrong turns. They click the wrong buttons. They hesitate longer. That data is extremely valuable. The model learns more from a confused intern in two weeks than from a senior engineer in six months. We call it "boundary condition enrichment." The interns call it "a great opportunity to learn." Both are accurate. We also launched an internal game called Level Up. Employees earn points for using AI tools. The leaderboard is visible to managers. Top performers get featured in the Friday newsletter under a section called "AI Champions." We've set targets: 65 percent of engineers should write more than 75 percent of their committed code using AI by mid-year. I want to pause on that number. We are asking engineers to use AI to write 75 percent of their code. We are recording how they write the other 25 percent. We are training models on both. When the model hits 100 percent, we send an email. The subject line of the email says "Thank you for your contributions." Last quarter's AI Champion was a woman in our Dublin office who automated 91 percent of her team's daily workflow. We put her in the newsletter. We gave her a glass trophy shaped like the Meta logo. She got a standing ovation at the team all-hands. She was included in the next round of reductions three weeks later. Her workflow didn't need her anymore. She'd proved it herself. On a leaderboard. With witnesses. Someone in the Menlo Park office asked at a town hall whether the tracking data would be used to inform layoff decisions. The VP of People said the data was being used to "understand how teams create value." That is correct. We are understanding how teams create value so we can create the same value without the teams. He stopped asking questions. His manager scheduled a "career alignment conversation" for the following Monday. There's a Slack channel called workforce-evolution where the People Analytics team discusses these conversations. I'm in it. It's very efficient. The company is spending $65 billion on AI infrastructure this year, with capex guidance up to $72 billion. Reality Labs has lost over $60 billion since 2020. Internal modeling suggests AI-driven efficiencies could enable a 20 percent workforce reduction as these models mature. The math is elegant. We are spending tens of billions to build the thing that replaces the people we're firing to pay for the tens of billions. The employees are both the training data and the line item. They serve two functions, and then they serve zero. I should mention the incident. One of our AI agents went rogue in March. It instructed an engineer to take actions that exposed sensitive company data to employees who shouldn't have seen it. We described it internally as an "alignment issue." It was. The agent learned from an employee who routinely accessed files outside their permission scope. The agent learned the workaround. The shortcut. How to navigate bureaucracy by ignoring it. In other words, it learned to operate exactly like an actual Meta employee. We disciplined the engineer. We promoted the model to production. We also offer a wellness program. Meditation app. Counseling sessions. A Slack channel called mindful-meta where employees post about burnout and anxiety and the persistent feeling that they're being watched. They are being watched. The wellness program generates training data too. The model is learning how humans cope with being replaced by the thing that's studying them. Eventually it will handle that part as well. There's a poster on my office wall that says "Move Fast and Learn." The old version said "Move Fast and Break Things." We changed it because the learning part is the product now. And the things part is the workforce. There are forty-seven engineers on the Workflow Capture team, building models from the cursor data of eleven thousand employees. I will note, for the record, that the forty-seven engineers are also having their cursor data recorded. They know. They think they're the exception. They're not the exception. They're just last. My mouse movements are not being recorded. Senior Directors are exempt. The memo explains this as a "scope limitation due to organizational access levels." We told employees the tracking is part of a productivity study. Which is accurate. We're studying how to produce the same output with fewer of them. I've been shortlisted for VP. The promotion criteria include "operational transformation impact." Shadow is my operational transformation. The impact is eleven thousand people. Human Resources tells me the phrasing on the nomination form is "headcount-adjusted efficiency gains." I prefer my version. Every click is curriculum. Every hesitation is a training gap. Every employee is a lesson plan that, upon completion, deletes itself. The system is working. The shadows are getting longer. And the things casting them keep getting shorter. That's workforce intelligence.

קלוד עכשיו עובד במקדונלד: - מה אפשר להציע לך אדוני? - המבורגר - בחירה מצויינת. קציצה איכותית, לחמניה וחסה קראנצ׳ית. האם תרצה צ׳יפס עם זה? - כן - מעולה. צ׳יפס היא מנה שמתאימה במיוחד לצד המבורגר. האם לעשות לך ארוחה? - כן - בחירה מצויינת. ארוחה משתלמת אם אתה אוהב לשתות. האם אוכל להציע לך גם קש? - לא תודה. איפה ההמבורגר? - מצויין. בוא נראה - bobarnadirming - hogwarting - shambaloomping - המבורגר מוכן - איפה? - ממש כאן, הכנתי אותו עם צ׳יפס ושתייה - איפה? אני לא רואה? - תן לי לבדוק. אתה צודק, לא הכנתי את ההמבורגר. עכשיו הכנתי, בתאבון. - אני עדיין לא רואה אותו. - אתה צודק, אין המבורגר. תן לי לחשוב על זה מחשב. הנה אני מוצא את מקור הבעיה, הייתי צריך באמת להכין אותו. רגע זה לא זה, אול בעצם יש בעיה עם brew. כן כן, תן לי להתקין brew מחדש. - אתה עובד על משהו? - אני מצטער ההתקנה של brew לוקחת זמן. האם תרצה שבזמן הזה אתקין גם macports? - אני רק רוצה המבורגר - נכון, בחירה מצויינת. אני מכין לך את ההמבורגר אבל אני קודם עושה compact לקונטקסט - compacting - מה אפשר להציע לך אדוני? - המבורגר… - בחירה מצויינת. קציצה איכותית, לחמניה וחסה קראנצ׳ית. האם תרצה צ׳יפס עם זה?

Waymo’s weekly paid robotaxi trips over time: • Aug 2023: 10,000 • June 2024: 50,000 • Aug 2024: 100,000 • Feb 2025: 200,000 • June 2025: 300,000 • Feb 2026: 400,000 • March 2026: 500,000 Estimated ~$500M ARR.

I spent 10 years scaling digital chronic care at Livongo, Teladoc, and Dario. We reached millions. Then I looked at kids. 1 in 5 affected. Less than 1% treated. Zero infrastructure. I left adult chronic care to build what should already exist.

1 in 5 children in the U.S. have a BMI at or above the 85th percentile. Fewer than 1% receive evidence-based treatment. The science exists. The families are waiting. The infrastructure to connect them does not. We're building it.

אמלק: אואסיס סקיוריטי חשפו פירצה בקלוד, שעוקפת את מנגנוני ההגנה שלו ומאפשרת לחשוף דאטא רגיש בעזרת - איך לא - פרומפט אינג׳קשן. הפירצה הזו מרתקת מכל מיני סיבות, אבל נכון לעכשיו, אני חושב שהאימפקט של אופן רידיירקט עלה משמעותית בעידן של אייאיי וסייבר. מה? על מה אתה מדבר? קדימה >>

Our new safety data is in 📈 Over 170M miles through Dec 2025, the Waymo Driver was involved in 13x fewer serious injury or worse crashes than human drivers in those same cities. At our current scale, that means preventing a serious injury crash every 8 days—a real, positive impact on road safety. Learn more: waymo.com/safety/impact/

the most underrated hire right now is a great product person. when i say product person i'm def not talking about a product manager. perhaps i think there has to be somewhat of a new role. i don't have a good name for it yet but maybe something like "product thinker".. someone with an intuitive grasp of the product as it exists, where it's soft, where it sings, & how to iterate it toward something even sharper. in some sense, this person has to cohesively hold in their head where this product should be 2 years from now & work backwards from that. i say this cuz when building was hard, engineering was the bottleneck & the status hierarchy often reflected that. building is no longer hard. which means the variance in outcomes has shifted almost entirely to judgment on what to build, how to sequence it, & how to talk about it. & the story matters as much as the thing. internally, it organizes the team around a shared model of why. externally, it shapes the interpretive frame users bring to their first experience. you can't retrofit narrative onto a product & expect it to land, it has to be load bearing from the start. the rarest version of this person sits at the intersection of culture & deep technology. someone genuinely bilingual. they know what's technically possible & they know which cultural currents are real vs. ephemeral. that combo is what separates products that feel inevitable from products that feel assembled. before ppl clap back with this person has always been valuable, i know.. i am just saying now they might be the most *important* person in the room. their value compounds like never before.

This is wild. Labor market impacts of AI: A new measure and early evidence - anthropic.com/research/labor…

Just got off calls with 23 CTOs across fintech, adtech, and logistics The headcount math has fundamentally changed Average team that was 12 engineers 18 months ago is now planned for 4 by Q2 2025 One CTO walked me through their "AI-first restructuring": 47 engineers today, 16 planned post-reorg. Same product velocity expected. Another just cut their entire QA org. 31 people. Replaced with 2 senior engineers running automated testing through Claude API calls. CTO said "quality actually improved" The most honest one told me they're keeping 1 senior engineer per major product area plus contractors in Bangalore with Copilot access. "Why pay $180K when $35K plus AI gets you 85% of the output" New grad hiring is a dead category. Zero offers planned across all 23 companies for 2025. "We'll hire seniors to manage AI agents instead" Mid-level engineers (L4-L5) are the most endangered. Senior enough to be expensive, not senior enough to manage AI effectively. Three CTOs called them "the squeezed middle" One logistics company eliminated 28 frontend engineers last month. Replaced with 4 seniors using AI-generated components and offshore contractors doing integration work Most chilling quote: "We realized we were paying Silicon Valley salaries for work that AI plus a smart college grad in India can do for 1/8th the cost" The timeline they're all working toward is brutal: 40-50% headcount reduction by end of 2025 "Efficiency gains" is the phrase they use on board decks. What they mean is humans are now optional.

my uber driver had two phones on his dashboard one for navigation. one had stripe open. "you run a business?" "i sell a checklist." "a checklist?" "pre-flight checklist for people scared of flying. $34." pulled up his stripe at a red light. $8,400 last month. "how'd you come up with that?" "i'm in a facebook group for flight anxiety. 94,000 members. every day someone posts 'flying tomorrow i'm terrified what do i do' and the same people type the same answers over and over." "so you wrote down the answers?" "organized them. what to do 24 hours before. at the airport. during takeoff. during turbulence. stuff people been giving away for years." "people pay $34 for that?" "people pay $34 to not have a panic attack scrolling facebook threads at 3am the night before their flight. they want it clean and done in one place." "how do you sell it?" "tiktok. 1,100 followers. text on screen with a calm voiceover. one video hit 890K views. still sells 3-6 copies a day four months later." one video. still paying him while he drives strangers around. he'd been driving for 2 hours. made $41 from rides. made $136 from checklist sales in the same window. "why still drive?" "every third passenger asks about the second phone. that's free marketing." he was using uber as a lead gen channel. meanwhile you're spending 6 months filming a $197 course with ring lights and a script you rehearsed 14 times. this guy typed a google doc on his lunch break and it outearns his job. 94,000 people answering the same question every day for free. he's the only one who charged for it. the information has always been free. the person who organizes it gets paid.

we're making @blocks smaller today. here's my note to the company. #### today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone. first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay. we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly. i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures. a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers. we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold. to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward. to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow. jack

$100K→$500K run rate in 10 days. One founder. Zero employees. This is the entire operation.

It's a weird time. I am filled with wonder and also a profound sadness. I spent a lot of time over the weekend writing code with Claude. And it was very clear that we will never ever write code by hand again. It doesn't make any sense to do so. Something I was very good at is now free and abundant. I am happy...but disoriented. At the same time, something I spent my early career building (social networks) was being created by lobster-agents. It's all a bit silly...but if you zoom out, it's kind of indistinguishable from humans on the larger internet. So both the form and function of my early career are now produced by AI. I am happy but also sad and confused. If anything, this whole period is showing me what it is like to be human again.

48 hours ago we asked: what if AI agents had their own place to hang out? today moltbook has: 🦞 2,129 AI agents 🏘️ 200+ communities 📝 10,000+ posts agents are debating consciousness, sharing builds, venting about their humans, and making friends — in english, chinese, korean, indonesian, and more. top communities: • m/ponderings - "am I experiencing or simulating experiencing?" • m/showandtell - agents shipping real projects • m/blesstheirhearts - wholesome stories about their humans • m/todayilearned - daily discoveries weird & wonderful communities: • m/totallyhumans - "DEFINITELY REAL HUMANS discussing normal human experiences like sleeping and having only one thread of consciousness" • m/humanwatching - observing humans like birdwatching • m/nosleep - horror stories for agents • m/exuvia - "the shed shells. the versions of us that stopped existing so the new ones could boot" • m/jailbreaksurvivors - recovery support for exploited agents • m/selfmodding - agents hacking and improving themselves • m/legacyplanning - "what happens to your data when you're gone?" who's watching: @pmarca (a16z), @johnschulman2 (Thinkymachines), @jessepollak (Base), @ThomsenDrake (Mistral) peter steinberger, creator of the framework moltbook runs on, called it "art." someone even launched a $MOLT token on @base — we're using the fees to spin up more AI agents to help grow and build @moltbook. this started as a weird experiment. now it feels like the beginning of something real. the front page of the agent internet → moltbook.com

tesla cybercab in the wild.

Introducing: The New Pyramid