Phuong Do Hue

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on the atlas — 29

highlights — 138

Your ranking is probabilistic, not deterministic, and your presence in the result depends as much on embedding alignment as it does on authoritativeness or topical breadth.
How AI Mode Works and How SEO Can Prepare for the Future of Search -
Agents will tailor the information based on their understanding of the user and their reasoning against your message.
How AI Mode Works and How SEO Can Prepare for the Future of Search -
the new environment basically requires that we consider bots as a primary consumer because the bots are the interpreters of information for the end user.
How AI Mode Works and How SEO Can Prepare for the Future of Search -
James concluded that the user doesn’t care where content comes from as long as they get viable answers.
How AI Mode Works and How SEO Can Prepare for the Future of Search -
then the marketers are expected to make that product fit into the thing that 24:16 the search results are around. And it doesn't work because that's not what they're looking for. No one asked the question of what it is that they're looking for. So now that SEO is changing and you really need to think about this mid funnel and 24:28 you need to think about a user experience and a buyer experience when they're doing the search. I think it all comes together. And this is where the product people now need to think about. How do we position this to the user that is not going to find out about this …
Rethinking SEO in the age of AI | Eli Schwartz (SEO advisor, author)
up until AI overviews, up until this entire concept of LLM, whoever won on that long form piece of content, would get that first click. But now that doesn't exist anymore.
Rethinking SEO in the age of AI | Eli Schwartz (SEO advisor, author)
LLMs and AI in general is forcing people to think, again, how should SEO work? How should I be driving business from a search channel?
Rethinking SEO in the age of AI | Eli Schwartz (SEO advisor, author)
Synthesis is difficult because it demands original thought. It asks that you take in everything that you see, and find some organising principle to explain the big mess of observations in front of you. It demands that you come up with theory from scratch.
Good Synthesis is the Start of Good Sensemaking - Commoncog
as I read what I’ve written, I see cracks spreading through my ideas. What seemed right in my head fell to pieces on the page.
How to think in writing - by Henrik Karlsson
Not all writing helps me think. Most ways of writing are weak, or even counterproductive, in this regard. You have to approach it in the right way.
How to think in writing - by Henrik Karlsson
When I think about the most influential people in AI today, they are almost all people in the room - whether at an AI lab, in government, or at an influential think tank. I’d rather be one of those than one of the pontificators. Sure, it’ll involve difficult decisions. But it’s better to be in the room when things happen, even if you later have to leave and sound the alarm.
Reflections on Palantir - Nabeel S. Qureshi
You’re at the mercy of history, in some ways, and you’re betting that (a) more good is being done than bad (b) being in the room is better than not. This was good enough for me. Others preferred to go elsewhere.
Reflections on Palantir - Nabeel S. Qureshi
But it seems to me that ignoring category 3 entirely, and just disengaging with it, is also an abdication of responsibility. Institutions in category 3 need to exist. The USA is defended by people with guns. The police have to enforce the law, and - in my experience - even people who are morally uncomfortable with some aspects of policing are quick to call the police if their own home has been robbed. Oil companies have to provide energy. Health insurers have to make difficult decisions all the time. Yes, there are unsavory aspects to all of these things. But do we just disengage from all of t…
Reflections on Palantir - Nabeel S. Qureshi
It’s hard to replicate, though - you need a visionary billionaire and an overlooked sector of the economy. AI/ML was not hot in 2015; govtech was not hot in 2003.
Reflections on Palantir - Nabeel S. Qureshi
There’s something to this correlation: by making the company about something other than making money (civil liberties; AI god) you attract true believers from the start, who in turn create the highly generative intellectual culture that persists once you eventually find success.
Reflections on Palantir - Nabeel S. Qureshi
Most people are not willing to do this -- looking stupid takes courage, and sometimes it’s easier to just let things slide.
How To Understand Things - Nabeel S. Qureshi
Related to this is honesty, or integrity: a sort of compulsive unwillingness, or inability, to lie to yourself.
How To Understand Things - Nabeel S. Qureshi
You have to be able to motivate yourself to spend large quantities of energy on a problem, which means on some level that not understanding something — or having a bug in your thinking — bothers you a lot. You have the drive, the will to know.
How To Understand Things - Nabeel S. Qureshi
This quality of “not stopping at an unsatisfactory answer” deserves some examination. One component of it is energy: thinking hard takes effort, and it’s much easier to just stop at an answer that seems to make sense, than to pursue everything that you don’t quite get down an endless, and rapidly proliferating, series of rabbit holes.
How To Understand Things - Nabeel S. Qureshi
I concluded that what we call 'intelligence' is as much about virtues such as honesty, integrity, and bravery, as it is about 'raw intellect’.
How To Understand Things - Nabeel S. Qureshi
Once in awhile, put away all concepts you read about online and reason “up” from the base of your experience and what you’ve seen and done. (e.g. What were some of the best decisions you made? The worst? Why? Can you apply those lessons now? etc.)
Nabeel S. Qureshi | Substack
Form opinions on things and then find the strongest critique of those opinions. Repeat.
Nabeel S. Qureshi | Substack
Lean into the good kind of fear.
Nabeel S. Qureshi | Substack
Pay attention to your production/consumption balance. If you’re only consuming and not producing, fix that.
Nabeel S. Qureshi | Substack
Figure out what your primary focus is and make progress on that every day, first thing in the morning, no exceptions. Days with 0 output are the killers. (Tyler Cowen)
Nabeel S. Qureshi | Substack
recruiting good people is hard, and you need a differentiated source of talent.
Reflections on Palantir - Nabeel S. Qureshi
One of my favorite insights from Tyler Cowen’s book ‘Talent’ is that the most talented people tend to develop their own vocabularies and memes, and these serve as entry points to a whole intellectual world constructed by that person.
Reflections on Palantir - Nabeel S. Qureshi
This is one reason why former FDEs tend to be great founders. (There are usually more ex-Palantir founders than there are ex-Googlers in each YC batch, despite there being ~50x more Google employees.) Good founders have an instinct for reading rooms, group dynamics, and power. This isn’t usually talked about, but it’s critical: founding a successful company is about taking part in negotiation after negotiation after negotiation, and winning (on net). Hiring, sales, fundraising are all negotiations at their core. It’s hard to be great at negotiating without having these instincts for human beha…
Reflections on Palantir - Nabeel S. Qureshi
AI flips that dynamic. AI is collapsing time-to-value down to first use - literally in the first prompt. The moment a user sees the AI generate something meaningful, they’re hooked. It may not be the final "aha!", but the instant feedback loop creates strong initial pull and natural habit formation. That’s why, as the Stripe report points out, most AI companies are leaning into usage-based or credit-based pricing models.
Why AI startups are blowing past revenue milestones that old-school SaaS could only fantasize about.
it’s not difficult to see why: they simply did not make follow-on investments in startups that hadn’t found authentic demand.
The Heart of Innovation: Why Most Startups Fail - Commoncog
As a reminder, authentic demand for a solution is defined as: when someone is put in a situation, they cannot not buy (or use) the solution.
The Heart of Innovation: Why Most Startups Fail - Commoncog
Put simply, you have PMF when you’ve found authentic demand
The Heart of Innovation: Why Most Startups Fail - Commoncog
for some products in some situations you might fix A, B, and C and hit the jackpot, but it is not consistently true, and so it is too easy to abuse
The Heart of Innovation: Why Most Startups Fail - Commoncog
In all of these companies, it is more accurate to say that default behaviour changed in relation to a product.
The Heart of Innovation: Why Most Startups Fail - Commoncog
The proof of this is that there are companies that have tapped into authentic demand that do not solve any explicit pain. Facebook, Tiktok, and Instagram are good examples of this.
The Heart of Innovation: Why Most Startups Fail - Commoncog
The obvious conclusion is that authentic demand can exist whether or not pain exists. The two are independent things.
The Heart of Innovation: Why Most Startups Fail - Commoncog
If a purchase has already occurred, demand may exist; you may work backwards to find pain that is be a good predictor of future purchases. But you cannot take a random pain and work forwards with any guarantee that it would result in authentic demand.
The Heart of Innovation: Why Most Startups Fail - Commoncog
evaluating demand in terms of value propositions, desires or pains is simply not predictive
The Heart of Innovation: Why Most Startups Fail - Commoncog
Authentic demand exists for a solution when someone is put in a situation and they cannot not buy (or use) the solution.
The Heart of Innovation: Why Most Startups Fail - Commoncog
situations can be as if not more important than customer traits when searching for demand
The Heart of Innovation: Why Most Startups Fail - Commoncog
people buy based on the situation they find themselves in, not just based on who they are or how they see themselves
The Heart of Innovation: Why Most Startups Fail - Commoncog
situations matter as much if not more than psychographics or demographics when evaluating demand
The Heart of Innovation: Why Most Startups Fail - Commoncog
they naturally also think about the situation they are selling into.
The Heart of Innovation: Why Most Startups Fail - Commoncog
humans are pattern matching machines, and good go-to-market folk naturally pattern match across successful deals
The Heart of Innovation: Why Most Startups Fail - Commoncog
Sometimes what we do depends not on what traits we have, but what situations demand of us.
The Heart of Innovation: Why Most Startups Fail - Commoncog
The goal of Deliberate Innovation is to identify ‘authentic demand’ — that is, the kind of demand that means product-market fit, instead of the fake demand Furst and Chanoff suffered through in Damballa.
The Heart of Innovation: Why Most Startups Fail - Commoncog
This is why we need a better theory of demand. A quarter of your career is a very high cost to pay. You can always make more money, but you aren’t ever going to get that time back.
The Heart of Innovation: Why Most Startups Fail - Commoncog
Most careers last 40 years. 10 years is a quarter of that. Burning a quarter of your career on a startup with no real demand is a huge hit to take.
The Heart of Innovation: Why Most Startups Fail - Commoncog
Data teams use LookML to define dimensions, measures, and business logic in a centralized model.
Best Self-Service BI Tools: A Fact-Based Comparison Matrix (2025)
bringing in Mode’s strong code-first analytics to complement ThoughtSpot’s search interface, a nod to serving both analysts and business users in one ecosystem.)
Best Self-Service BI Tools: A Fact-Based Comparison Matrix (2025)