tim glaser

Self-driving is out of beta - we got pricing wrong at the start. we were charging $15 per pr, and reports were free - agents do most of their work while creating reports. that's where the value was, and what people actually cared about - now every run is billed, including reports, based on how long the agent spends in the sandbox and how much context is read

In all the time we've spent building PostHog I've never once worried about what our moat was. If you're a founder, just build a good product.

Very cool to see how quickly the PostHog mobile app is coming together - we historically never had the resources or ios talent internally to justify building an app - people have consistently asked for one, but be saw prioritizing dev experience on desktop as worth being our only focus - an app was something we saw as just another thing to maintain - now some of our best engineers regularly ship from their phones - we can leverage our existing talent to within posthog to build something functional for iphone users with full confidence. that was not the case a year ago

how did they make my grunts so realistic

I moved to SF from london 9 months ago. hot take: it's only about 20% better living here than just visiting 3-4 times a year - before I moved here I'd come to SF once every 4 months on average, usually planned around 1-2 big events. i'd be extremely efficient with my time, planning a bunch of back to back meetings (people often thought I already lived here as I saw them as much as they saw anyone else here) - this required real discipline, it's a long flight and often the events on their own weren't enough reason to make the trip - now that i live here, i don't go out of my way to try to meet new people, more of it is organic but lower volume - the whole group think thing is real and you can get as much of that as you want from X - just attending events is probably not worth your time pros: - damn this city is so beautiful. having some of the most stunning nature a 20 min drive away never gets old. coming from london, the weather here is perfect (never too hot but _way_ more sunlight) - there are definitely friends i wouldn't have made if i didn't live here

claude refuses to add the ballmer meme to a slide deck because it contains a real person??

Making everything public has made PostHog easier to copy, meant we haven’t closed every hire we wanted to, and companies we’re selling to know our every move. Long-term, we still think it’s worth it. - externally, this builds trust. we write about what we’re working on so others can take advantage of it too and know how to work with us better. - the more context that lives in public, the less time is spent asking or looking for it. just as important now, it lets agents handle more things. - write about your strategy, share real numbers, publicize post-mortems. our post-mortem of the Shai-Hulud attack was one of our most-read blogs last year. - internally, we go further. managers tell you to share feedback directly, financials and board slides are shared, and team changes happen in public. if i think a team should be split up, i’ll literally post in their channel: “i think this team should be split into team A and team B, because you’re working on too many things together.” - it’s more efficient, and builds trust too. you get more feedback, the team aligns on direction, and there’s less resentment and politics. - ask (dumb) questions, share sales updates, and have disagreements in public channels. we trust people to spend in the company’s best interest, but have an expense-defense channel to back it up. i’ve called people out for using AI to write RFCs. - practically, putting things in public is uncomfortable. do it anyways. literally just ask yourself "if i was dutch, how would i handle this". - for example, i recently closed our private exec channel, which was reasonably active. nearly all exec discussions are now public, even significant positioning changes and their criticisms.

Part of being as transparent as possible is sharing info about potentially awkward moments, like when people leave PostHog. Just had a team member share their exit feedback, so I shared it with all employees (with permission!). My main takeaways: - we need to invest more in product design - there's a missing layer of product thinking below James and me - we need to start facilitating 360 feedback from people on different teams (right now it's all from immediate teammates)

The cost of coordination is often way larger than the cost of some duplicative work across an org. This came up last week in our slack when someone cross checked our teams' Q4 goals. - it costs a lot in overhead to silo tasks - in most cases different teams' work will be better if it bleeds over anyways - it's dumb to spend too much time directing people

how the best products will be built

Here's our secret master plan, available to read for free on your favourite ~short~ medium form text based social media platform

I'm chatting with Junan from Fin.ai on Thursday in SF. Come join! luma.com/finxposthog?utm_sou…

Had a fun chat with David today on Fondo live (10:00 onwards) Talked about early days of PostHog, pivoting and moving to SF xitter.twitterapi.xyz/davj/status/2022417084…

we raised some money

ask and ye shall receive

good saturday

Me and the team in a Waymo on our way to look at The PostHog CRT

Good thing we went from terminal to UIs, otherwise the LLMs would have been in charge at this point.

founders that lift together stay together

🩷 you bud