Natalie Dillon

Today we’re launching the newest version of @paradigmai When we started Paradigm, the goal was never to tack AI onto existing spreadsheets. It was to build a new type of interface that does the work for you. Now we’re pushing that vision much further. Workflows turn Paradigm into a system that runs research processes for you. Connect your CRM, existing spreadsheets, Slack, email, and internal data, and let Paradigm continuously run the research workflows your team already does. Same intuitive interface. But now a system of action. If you tried Paradigm before, try it again. Manual research is now a competitive liability.

We raised a $27M Series A to replace the spreadsheets and human duct tape behind $100 trillion in global assets. Fund administration is the invisible backbone of private equity and venture capital - and it’s broken. Why? Financial data is scattered, stale, and locked inside legacy providers. Books take forever to close. Basic questions about your own fund take days to answer. So we rebuilt the general ledger, waterfall engine, investor portal, and portfolio management from scratch. One single source of truth for your firm. Our AI agents read emails, propose journal entries, and extract portfolio updates in seconds. Our CPAs review every output. Today, we administer $15 billion in assets - and we’re just getting started. Every fund CFO keeps getting asked: how will you adopt AI? Now you have an answer. Run your firm in real-time with @hanoverpark. –- Excited to partner with Jake Saper at @emergencecap @peterjhebert at Lux, @chadbyers/@pratyushbuddiga at Susa and CFOs at the largest private equity firms to forge this future.

Grateful to @satyanadella for spending time with some of the best AI founders and builders at our inaugural AI Builders Salon. A few insights that stuck with me: 1/ The hardest transformations for incumbents are "new-new" categories, where they have no natural reason to win. 2/ Conviction compounds quietly, then shows up all at once. Microsoft's $1B investment in OpenAI was rooted in decades of focus on NLP, and a belief that transformers and scaling laws reflected a real inflection point. 3/ Concentrate capital and talent behind strong teams with strong beliefs. Do not spread resources evenly for the sake of fairness. 4/ Cooperation and competition can coexist when partnering during platform shifts. The goal is durable, long-term win-wins, even when there is overlap. 5/ Vertical AI wins will come from workflow capture, not just AI features. Codify an operating playbook, and own a strong eval loop. 6/ We are heading toward artifact explosion. As document and code generation becomes on demand, the constraint shifts to reviewing, validating, and refining what agents produce. 7/ Tokens are becoming a real budget line. Empower your top builders, but install the right guardrails to avoid scaling low-quality output. Thanks to @sonyatweetybird and the @sequoia team for launching this new forum. Looking forward to the next one.

Today, we're introducing Spectre I, the first smart device to stop unwanted audio recordings. We live in a world of always-on listening devices. Smart devices and AI dominate our world in business and private conversations. With Deveillance, you will @be_inaudible.

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Keith Rabois: “The velocity of your company improves by adding barrels” Keith shares his “Barrels and Ammunition” framework for building effective teams: “Most companies—once they get into hiring mode—just hire a lot of people. And you expect that as you add people your throughput and velocity of shipping things is going to increase. But it turns out it doesn’t work that way. Usually when you hire more engineers, you actually don’t get that much more done. You sometimes get less done.” Keith argues that the reason for this is that most people in a company—even great people—are “ammunition.” But to improve velocity, you need “barrels”. He defines barrels as extremely talented people who can take ideas from inception all the way through to fully shipped product. Most companies start with one barrel (the founder). And when they add another, they can get twice as many things done per week, quarter, etc. But true barrels are incredibly difficult to find: “When you have them, give them lots of equity, promote them, take them to dinner every week because they’re virtually irreplaceable. They’re also very culturally specific. A barrel at one company may not be a barrel at another company.” Video source: @ycombinator (2014)