Daniel Roger

El perfeccionismo no solo paraliza, si no que disminuye la calidad a largo plazo Nos equivocamos cuando pensamos que crearemos algo de calidad limitando el número de creaciones Producir algo genial es la suma de un gran número de iteraciones derivadas de intentos mediocres

this guy helped me make my first real internet business that currently makes me a living and now he posts this 😭😭😭😭

Gym session for the father of the indie hacker movement @csallen In 2022 indiehackers.com was my bible. I’d binge founder stories and think I’d be like them someday. And here we are: 3 offsprings of the indien hacker movement: @phuctm97, @jackfriks and me.

This guy is a really great case study for iOS apps. He has 19 iOS apps, currently making $102k/month, that’s honestly crazy. I’m at around $25k/month with 3 mobile apps, and I’m going to keep releasing more and pushing for more growth. Keep going 🚀 And I remember the first time I followed him, it was when all of his apps were removed from the App Store. 😄

A lot of people are criticizing Bryan Johnson for this post, but, I mean, did you perform oral sex on a top 1% vagina tonight? In 30 years, you will be dead from some poor person disease, and Bryan Johnson will probably still be lapping away at the single best bacteria that can populate a human genital.

This man does not miss these days

Granola went from $0 to $1.5B valuation in 3 years. The growth playbook behind the AI notepad everyone in tech is using 🧵:

New podcast on vibe coding - A Return to Code. A Return to Coding 00:20 The Personal App Store 03:17 Vibe Coding Is a Video Game with Real-World Rewards 06:22 Pure Software Is Uninvestable 10:33 A Place for Each Model 14:22 AI Is Eager to Please 17:57 Why Math and Coding? 22:10 The Beginning of the End of Apple’s Dominance 24:17 Coding Agents As Customer Service Reps 27:55

You cannot convince me we don't already have AGI. Claude Code + ahrefs API is automating my SEO research in 10 minutes when it used to take months.

Anthropic shouldn’t do this and doesn’t have to Would be great if it stopped

This is why we track the politicians ✍️ John Fetterman (D) bought Micron $MU on March 30th Coincidentally, that was the exact bottom and he's up +61%

Calling him “Scam” Altman is accurate. This is very much worth reading.

Roblox bought their first 1500 users from Google for $1 each. You can tie the 300 million users today back to those original 1500:

i still copy and paste SQL queries from my AI agents cause no way am i giving anyone but myself the power the nuke my production database by accident

Mom how did we get so rich? Back in 2026, your dad read the YC Request for Startups and just built one of the ideas on the list.

They stole a nonprofit. It’s not right.

My biggest takeaways from @evanspiegel: 1. Distribution is the biggest bottleneck in consumer, not product. The only two consumer social apps to break through since Snapchat—TikTok and Threads—both solved distribution. TikTok spent billions on paid ads. Threads piggybacked on IG’s social graph. Organic app discovery is effectively over. If you’re building a consumer product today, your distribution strategy matters more than your product. 2. Software is no longer a moat. Snap learned this 15 years ago, and everyone is discovering it now with AI. Stories got copied. Lenses got copied. Snapchat+ got copied. Evan has learned that the things that are hard to clone are ecosystems—millions of developer-built AR lenses, creator relationships—and hardware. Thus why he’s been so adamant about investing in hardware. The lesson applies even more today as AI makes software even easier to build (and copy). 3. Snapchat cracked early growth by focusing on close friends, not the most friends. The conventional wisdom was that network effects meant bigger networks were always stickier—there was no way to beat Facebook. But Snapchat discovered that connecting someone to their best friend, partner, or spouse delivered more value than connecting them to everyone they’d ever met. Quality of connections mattered more than quantity. This insight allowed them to grow despite having far fewer total users than competitors. 4. “If you want to have a good idea, you have to have lots of ideas.” Snap’s design team presents hundreds of new ideas every week. New designers present work on their first day. There’s no gate, no filtering process to get ideas in front of Evan. This high-velocity, non-hierarchical structure is what enables Snap to innovate at scale. 5. Stories exist because Snap refused to build what users asked for. Customers kept asking for a “send to all” button to blast Snaps to everyone. But when Snap talked to people about social media broadly, they heard: “I feel pressure. Everything is permanent. There are likes and comments, so there’s judgment. I can only post pretty, perfect things.” Stories solved the underlying problems: easy sharing without spam, no public metrics to reduce pressure, 24-hour disappearance for a fresh start, and chronological order. Listen for insights, not feature requests. 6. Snap had 200 employees before hiring its first PM—on purpose. Evan’s concern was that the traditional tech org structure reduces designers to producing visuals in response to PM direction. By telling designers, “If you need PM support, do it yourself,” Snap locked in a design-led culture before adding coordination layers. The order in which you introduce roles shapes your culture permanently. 7. Snap is mapping every job to be done—across the Snapchatter journey and the advertiser journey—and handing each one to an AI agent. One example: a go-to-market agent takes a product idea and in one shot writes the spec, identifies sign-off stakeholders, does legal and trust-and-safety risk analysis, writes blog and marketing materials, and is starting to build visuals. The organizing principle isn’t “Where can we use AI?”—it’s “What are the jobs to be done?” 8. Successful companies need both innovative flat teams and structured hierarchical teams—and leaders must create healthy dialogue between them. This comes from Safi Bahcall’s book Loonshots. Large organizations need hierarchy and operational rigor to deliver at scale, but that makes people risk-averse and promotion-focused. Small, flat teams are better for innovation but can’t deliver at scale. The companies that win have both types of organizations, and leadership’s job is creating mutual respect and constructive dialogue between them. At Snap, the small design team constantly innovates while the larger org serves a billion users reliably. 9. Snap hires designers almost entirely based on portfolio, and the two things that matter are range and the story behind the work. If everything looks the same, the person is expressing themselves, not solving for users. Range is the signal that separates designers from artists. Most designers join right out of school; diverse backgrounds like 3D animation and electrical engineering are prized. 10. Evan’s contrarian AI take: the tech industry massively underestimates societal pushback on AI adoption. Technology leaders assume people will adopt new tools as they emerge. Evan predicts a period of significant resistance and argues that the industry needs to put humanity’s goals ahead of business goals. Building great AI capability is necessary but not sufficient—earning human trust is the harder problem.

Scam Altman didn’t tell the OpenAI board that he OWNED the OpenAI Startup Fund. Altman lied in congressional testimony that he didn’t have financial gain from OpenAI.

Scam Altman and Greg Stockman stole a charity. Full stop. Greg got tens of billions of stock for himself and Scam got dozens of OpenAI side deals with a piece of the action for himself, Y Combinator style. After this lawsuit, Scam will also be awarded tens of billions in stock directly. The fundamental question is simply this: Do you want to set legal precedent in the United States that it is ok to loot a charity? If so, you undermine all charitable giving in the United States forever. I could have started OpenAI as a for-profit corporation. Instead, I started it, funded it, recruited critical talent and taught them everything I know about how to make a startup successful FOR THE PUBLIC GOOD. Then they stole the charity.

When one thing becomes abundant and cheap, another thing becomes scarce and valuable.

There's never been an investment like the investment in railroads. (This graph has a log scale!)