✧ Designer ✧
Barcelona
Joined September 2009
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Samuel Alonso retweeted
efficiency, productivity, speed
we keep worshipping these words like they are what we live for
ship faster
merge more
manage more agents
compress every loop
remove every pause
turn every hour into output
but what is the point of endless production if there is no time left to think deeply?
not react
not optimize
not summarize
not clear the queue
think
to sit with a question long enough that your real intention starts to appear
to find the purpose underneath the motion
to ask whether the thing being accelerated should exist at all
ai could be a new canvas
a way to make strange things
personal things
impossible things
tools, worlds, poems, games, interfaces, films, languages, rituals
things that let more people touch the shape of their own imagination
but instead, so much of it is becoming slop factories
more content
more funnels
more tickets
more fake work pretending to be value
you can merge 2000 prs
you can manage 500 agents
you can wake up to dashboards proving that the machine kept moving while you slept
but what is the point if you only sleep 5 hours a day?
what is the point if you stop talking to other humans?
stop learning about the past?
stop playing?
stop wandering?
stop being surprised?
what is the point if your whole life becomes optimizing the system that is consuming you?
speed is not meaning
scale is not wisdom
automation is not freedom if it only makes everyone run faster
and where are we running?
toward what?
a world where every person becomes a manager of machines, and every machine produces more things no one had the time to truly want?
the danger is not that ai makes us lazy
the danger is that ai makes us endlessly busy
that it gives us infinite production before we have found intention
infinite execution before we have developed taste
infinite motion before we have learned how to be still
maybe the real frontier is not more speed
maybe it is discernment
knowing what not to make
knowing when to stop
knowing when the most productive thing is to sleep, read history, call a friend, play with a cat, walk without tracking it, or stare at the ceiling until the false urgency dissolves
tools should give us more life
not turn life into a tool
if ai is going to matter, it should not just help us produce more
it should help us become more human
more imaginative
more free
otherwise, it’s the same old factory
just without humans
Samuel Alonso retweeted
Oye, Sam Altman, hay rumores de que un científico de Anthropic está a punto de resolver el problema de la vivienda en España
Biology is incredibly complex, yet we still use mathematics to understand and predict parts of it. I think design is similar. Taste, craft and judgment may be high-dimensional and contextual, but that doesn’t mean they can’t be parameterized.
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Loving this AI era.
Technical conversations once limited to engineers and product strategy debates once saved for PMs and managers now happen daily with designers.
What other boundaries are you seeing disappear?
Early-stage makers often talk more about themselves than their product. It’s not ego, it’s trust marketing. Until the product can speak for itself, the founder tells the story.
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Been on a break for 1.5 months after years designing and growing SaaS.
Letting things settle, learning AI, exploring micro-SaaS ideas.
No rush—just curiosity.
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Fell off X for a while.
Life, work, learning. It all got loud.
But I’ve missed sharing ideas, experiments, and half-formed thoughts.
So I’m back.
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Samuel Alonso retweeted
Founder Mode: paulgraham.com/foundermode.h…
Damn, it’s been a while since I posted, and the same old "design and product cuñaos" are still talking about the same things.
The real opportunity lies in learning to code and focusing on the details, not in bashing design systems.
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Samuel Alonso retweeted
Pues ya está esto activo en @ProductHunt ¡Cuando termine comparto los resultados!
Si quieres apoyarlo, dejo link en el primer comentario.
Samuel Alonso retweeted
There are two wildly different pursuits you must execute to build great products:
1. Build what customers want
2. Bet on an unproven future
We tend to over complicate or over-wield the former, creating complex mechanisms by which customer feedback is quantified, abstracted, frameworked-away. PMs find the simplest form distasteful (“ugh, why build for one prospect?”) and struggles to implement at scale (hence “no” culture.)
Building what customers want is a tactical, commercial minded pursuit with narrower lanes of creativity. This is where speed matters. The best at this are relentlessly practical, with real customer empathy and a big dash of competitiveness.
Then there are the big ol bets, which die of human causes: fear, bureaucracy, ego. These are the ideas that get killed in committee, or rot as a crappy MVP, or get called a distraction.
It’s extremely hard to get good at big bets.
The cheat code? Unreasonable people:
Unreasonable people who simply will a future to be true. They say “this is how the world will look, see ya there!” They are OK being wrong (but usually aren’t.) They are, for lack of better word, zealots. These are your founders or your founders-at-heart.
The worst thing you can do in a org that has a big thinker is pair them with a team of skeptics—the frameworks and “prove it” and the process. It’s like the first hires at a startup being begrudgingly assigned contractors. You’d never do it. They’d never win.
If the first group (build what customers want!) needs execution velocity, the second group (bet on the future) needs vision velocity, where an insight about the market hits an ambitious set of creative thinkers and builds an imagination flywheel that unlocks a Big Idea™️.
So think about which of these skills you need.
Think about which profile you are.
And then leaders: think about how to build human systems around them.
You’ll never get great without both models.
And your team is where the magic happens.
Build thoughtfully! 🚀
Esta gente lo hace todo demasiado bien 🖤
How @Linear builds product:
1. No product managers, just a head of product. PM duties are distributed across engineering and design.
2. No durable cross-functional teams. Teams assemble around a project and disperse once the project is done.
3. No metrics-based goals. Just a North Star company-level metric goal.
4. No A/B tests. Decisions are based on taste and opinions.
5. Job candidates go through a paid work trial. They join the team for 1-5 days and work on a real project with the team.
6. The team is completely remote. And always has been.
Also, they have more cash in the bank than they’ve ever raised in VC funding, they’ve been profitable for 2+ years (before it was cool), and have spent a grand total of $35K on paid marketing in the history of the company. Only two people have ever left the company, and their CEO, Karri Saarinen, is a designer (who rarely gives interviews).
To get an in-depth glimpse into how Linear builds product, see link below for my interview with @karrisaarinen
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Samuel Alonso retweeted
I started writing again.
This is my first post. Hope u like it.
👇
"Buy my course and make six figures"
claudioguglieri.substack.com…
El modelo mental de progreso tecnológico en 2023 sigue siendo un humanoide interactuando con una interfaz holográfica.
ALT Humanoide interactuando con una interfaz holográfica.
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