Bruce

@drewfallon12 😂 man whats next, my local 7/11 pivoting the slurpee machine to quantum compute?

ALLBIRDS REBRANDS TO NEWBIRD AI TO PURSUE AI INFRASTRUCTURE MARKET No this isn’t a joke. About two weeks ago, Allbirds officially ended its run as a footwear independent by selling its brand and assets to American Exchange Group in a $39m asset sale. Today, the company is announcing a $50M convertible financing facility to pivot its business model toward AI compute infrastructure. The company will change its name to NewBird AI, with a strategic focus on becoming a fully integrated GPU as a Service (GPUaaS) and AI native cloud solutions provider. Initial capital from the new facility will be used to acquire high performance GPU assets to meet the surging demand for dedicated AI compute capacity. if the market crashes and you didn’t sell your stocks, you will look back at this exact moment

@ivanburazin @a85 maybe he could try getting off the stage and making their auth work

The founder of Postman says you have to kill your existing org chart, especially if you're still operating with a pre ai hierarchy arrangement. The modern org chart, according to @a85: - wide span of control (even within exec team) - work directly with ICs, not through layers - either you're building, or you're selling Projects are led by staff/principal engineers with high agency. They see across the board as well as deep in the stack. Product managers are building APIs and prototyping in Claude instead of writing PRDs. Designers are shipping PRs through Cursor directly instead of relying solely on Figma. Everyone is building. And the management's job is to develop better judgment.

Interested in finding out if a subscription program could work for your business? Book a call with subscription experts for a free audit: doughdog.co

Most people think subscription is limited to just vitamins and razors. That is not the case, I’ve seen some great brands that are running unconventional subscriptions: Fresh Clean Threads, with t-shirts Eby by Sofia Vergara, with lingerie Completing the puzzle, with puzzles

Chances are the top 5% of your customers generate 35% of your stores revenue. If you have 100,000 customers, that is 5,000 people carrying more than a third of your business. Your points program is rewarding their loyalty with a roundabout discount code.

@fffabs Any integration with Shopify markets? showing GBP in the US

@jack @blocks The same Jack that over-hired at twitter to the point where a similar reduction had no impact on the product AND THAT WAS BEFORE AI

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

@maxwellcopy these pdps on mobile

Grüns' product page is a masterclass in subscription customer acquisition. Think about how the different options are laid out here. The subscription option is big. Visually it takes up most of the space on the screen. "One time purchase" is visually de-emphasized. Notice the options: 1. One Person 2. Two People This changes the decision from "Do I subscribe or do a one time purchase?" to “Do I order for just myself or myself and X family member?” That additional option makes all the difference. Not only does it increase AOV, but it also makes one-time purchase feel like an even worse option. With a one-time purchase: - No discount ($14 more expensive) - Higher cost per day ($1.94 vs $1.46) The one-time purchase isn't positioned as the objectively worse choice for people who can't commit. And by adding the "Two People" option, they've done something else clever: they've turned the subscription decision into a customization decision. If you're a subscription brand, look at your product page and ask yourself: are you giving people a reason to choose subscription, or just hoping they do?

If you're running a brand that constantly innovates on product and you haven't explored membership yet, you're leaving serious money on the table. Book a free audit with subscription experts to see if your brand could be a fit -> doughdog.co

Paid channels keep getting more expensive. Email open rates keep falling. Organic search is getting eaten by AI. The brands that own the relationship directly are the ones still standing in 5 years.

CPMs are up 40% year over year. CAC keeps climbing. But subscribers generate 4.3x the lifetime value of one-time buyers. If your brand isn't a consumable, you've probably written off subscriptions entirely. That's a mistake. Here's why 👇