Sam Altman Quotes

Life is not a dress rehearsal—this is probably it. Make it count. Time is extremely limited and goes by fast. Do what makes you happy and fulfilled—few people get remembered hundreds of years after they die anyway. Don’t do stuff that doesn’t make you happy (this happens most often when other people want you to do something). Don’t spend time trying to maintain relationships with people you don’t like, and cut negative people out of your life. Negativity is really bad. Don’t let yourself make excuses for not doing the things you want to do.

Over the years, I’ve found only one metaphor that encapsulates the nature of what these AI power players are: empires.

A successful startup takes a very long time—certainly much longer than most founders think at the outset. You cannot treat it as an all-nighter. You have to eat well, sleep well, and exercise. You have to spend time with your family and friends. You also need to work in an area you’re actually passionate about—nothing else will sustain you for ten years.

The number of independent researchers not affiliated with or receiving funding from the tech industry has rapidly dwindled, diminishing the diversity of ideas in the field not tied to short-term commercial benefit.

there are at least a thousand times more people that have good ideas than people who are willing to do the kind of work it takes to turn a great idea into a great company.

This is all a dream. And in the dream, anything is possible.

If you can't figure out what kind of work you like, pay attention to what's easy to concentrate on and gives you energy vs. what makes you tune out and feel tired.

In the simplest terms, empires amassed extraordinary riches across space and time, through imposing a colonial world order, at great expense to everyone else.

I have for a very long time believed that energy and intelligence are the two most important things,” he said. “I didn’t realize how much they fit together. I got totally lucky on that.

The missing circuit in my brain, the circuit that would make me care what people think about me, is a real gift. Most people want to be accepted, so they won’t take risks that could make them look crazy—which actually makes them wildly miscalculate risk.

Over the years, I’ve found only one metaphor that encapsulates the nature of what these AI power players are: empires. During the long era of European colonialism, empires seized and extracted resources that were not their own and exploited the labor of the people they subjugated to mine, cultivate, and refine those resources for the empires’ enrichment. They projected racist, dehumanizing ideas of their own superiority and modernity to justify—and even entice the conquered into accepting—the invasion of sovereignty, the theft, and the subjugation. They justified their quest for power by the need to compete with other empires: In an arms race, all bets are off. All this ultimately served to entrench each empire’s power and to drive its expansion and progress. In the simplest terms, empires amassed extraordinary riches across space and time, through imposing a colonial world order, at great expense to everyone else.

There is a different way forward. Artificial intelligence doesn’t have to be what it is today. We don’t need to accept the logic of unprecedented scale and consumption to achieve advancement and progress. So much of what our society actually needs—better health care and education, clean air and clean water, a faster transition away from fossil fuels—can be assisted and advanced with, and sometimes even necessitates, significantly smaller AI models and a diversity of other approaches. AI alone won’t be enough, either: We’ll also need more social cohesion and global cooperation, some of the very things being challenged by the existing vision of AI development.

What I’ve found works best for me personally is a pen-and-paper list for each day with ~3 major tasks and ~30 minor ones, and an annual to-do list of overall goals.)

Founders that are hard to talk to are almost always bad.

So all you need is a great idea, a great team, a great product, and great execution. So easy! ;)

Under the hood, generative AI models are monstrosities, built from consuming previously unfathomable amounts of data, labor, computing power, and natural resources.

predetermined. But the question of governance returns: Who will get to shape them?

Altman learned a fundamental lesson from the deal: “The way to get things done is to just be really fucking persistent.”3

original ideas are among the rarest commodities in the world.

The way to get things done is to just be really fucking persistent.

We have noticed the most successful founders are the sort of people who are low-stress to work with because you feel “he or she will get it done, no matter what it is.” Sometimes you can succeed through sheer force of will.

But ignoring those details won’t work—not in the long run, says Y Combinator’s president from 2014 to 2019, Sam Altman. An acolyte of Paul Graham’s, Sam adhered to the core Y Combinator dictum: It’s better to have one hundred users who love you than a million users who just kind of like you. It’s counterintuitive. You may be thinking If a million people “kind of like” my product enough to buy it, isn’t that better for business than a hundred obsessive oddballs? To which Sam would say…definitely not.

It was all too easy for the privileged to grow accustomed to moving through the city in ways that shielded them from seeing the realities of how the other half lived. The dichotomy encapsulated how the tech industry could profess big, bold visions about changing the world and building a better future while ignoring the very problems at its door.

Let yourself occasionally get a little screwed in exchange for not having to live with your guard up all the time. It’s worth it.

one of the greatest skills of a leader is the ability to calm others in a storm

Nectome is one of the handful of start-ups chosen to be part of Y Combinator, the most important of California’s tech incubators. (They’re the people who first championed Dropbox, Airbnb, and Reddit.) In fact, Y Combinator head Sam Altman has already plunked down his $10,000 for Nectome’s service,

don't do the deferred life plan

we can figure that out, including how to talk about it in a way that Americans will understand and support, that will be both good policy and good politics. There’s another angle to consider as well. Technologists like Elon Musk, Sam Altman, and Bill Gates, and physicists like Stephen Hawking have warned that artificial intelligence could one day pose an existential security threat. Musk has called it “the greatest risk we face as a civilization.” Think about it: Have you ever seen a movie where the machines start thinking for themselves that ends well? Every time I went out to Silicon Valley during the campaign, I came home more alarmed about this. My staff lived in fear that I’d start talking about “the rise of the robots” in some Iowa town hall. Maybe I should have. In any case, policy makers need to keep up with technology as it races ahead, instead of always playing catch-up.

Sam Altman is the current president of Y-Combinator and was previously a founder at Loopt, which sold to Green Dot Corporation for $ 43M. As head of YC, Sam often dispenses an entire guide’s worth of information through his blog. Sam’s “Startup Playbook” will walk you through everything a great startup should have from ideation to product instantiation, and is an invaluable tool for aspiring venture investors. Additionally, Sam’s been kind enough to host the 20-episode video series, How to Start a Startup—originally a lecture at Stanford—on his blog. The series includes talks from luminaries like Paul Graham, Marc Andreessen of Andreessen Horowitz and Reid Hoffman, founder of LinkedIn.

If there are ten other companies starting at the same time with the same plan, and it sounds a whole lot like something that already exists, we are skeptical.

What makes a great founder? The most important characteristics are ones like unstoppability, determination, formidability, and resourcefulness. Intelligence and passion also rank very highly.

When Brian Chesky was pitching venture capitalists to invest in Airbnb, one of the people he consulted was the entrepreneur and investor Sam Altman, who later became the president of the Y Combinator start-up accelerator. Altman saw Chesky’s pitch deck and told him it was perfect, except that he needed to change the market-size slide from a modest $ 30 million to $ 30 billion. “Investors want B’s, baby,” Altman told Chesky. Of course, Altman wasn’t telling Chesky to lie; rather, he argued that if the Airbnb team truly believed in their own assumptions, $ 30 million was a gross underestimate, and they should use a number that was true to their convictions. As it turns out, Airbnb’s market was indeed closer to $ 30 billion.

Don’t move to Silicon Valley. Even before 2020, I would have said, “Don’t quit your job, don’t move to SF, don’t pass go, and don’t collect $200 (from VCs).” After all, San Francisco is expensive, traffic-heavy, and not a great place to raise your children—or even a dog. Now, post-COVID, remote work is the new normal, and that means you can stay where you are. Sam Altman, the former CEO of Y Combinator, said that he was “very excited to see SF have to compete with other cities.” Me too. Not only is it cheaper and less competitive to build your company in a smaller town or city, but it’s also better for the local community, which as we’ve learned can pay dividends for your business.

No matter how successful you are, the haters will never go away.

By the way, “product” includes all interactions a user has with the company.

In retrospect, one of the most interesting questions is, how on earth could such a talented group work on such an intractable problem for so long that was never going to be solved? It turns out that the demand for this service, this product that Loopt was building, never manifested. And pre-smartphones it was never going to because the idea that you can have a critical mass of people who use this service, when you had to deploy it on literally one hundred different types of devices on five, six or seven different mobile networks was, in retrospect, kind of ludicrous.

If you’re the founder of the company and you wanted to work one hundred hours a week and be super focused and productive that’s cool, but most other people you hire, especially as you get bigger, have other lives and you need to understand that.”18

On Musk’s list of recommended books was Superintelligence: Paths, Dangers, Strategies, in which Oxford philosopher Nick Bostrom argues

Sam’s mother, Connie Gibstine, bequeathed her son both her family’s “science brain” and her own ferocious work ethic. Jerry and Connie’s daily affirmations that Sam and his siblings could be whatever they wanted to be helped fuel Sam’s confidence and optimism. At the same time, within their ultimately unhappy marriage lie many of the seeds of Altman’s own self-professed history of anxiety and the rift that led his sister, Annie, to break off contact with the rest of her family after Jerry died in 2018.

Shortly after ChatGPT was released, he tweeted that one thing he believes that few others do is the “absolute equivalence of brahman and atman.”15 Advaita, which roughly means nondualism, holds that there is no difference between Brahman (the eternal consciousness that is the fabric of all reality) and Atman (the individual soul or self), and that the world that we experience is an illusory manifestation of Brahman. “I’m certainly willing to believe that consciousness is somehow the fundamental substrate and we’re all just in the dream or the simulation or whatever,” Altman told podcaster Lex Fridman. “I think it’s interesting how much the Silicon Valley religion of the simulation has gotten close to Brahman and how little space there is between them.”16 In other words: This is all a dream. And in the dream, anything is possible.

Winer recalls clearly his brush with Altman, all these years later. “Anyone who came across him at that time wished they had some of what he had. There was a sense that anything was possible. He’s quite optimistic—decisive and optimistic. Rarely is he skeptical about anything.

They built something that could be built in a weekend.” Loopt, by contrast, had to build custom APIs for each wireless company to have access to location information, and negotiate deals for access to each one. Bored and unable to use his scaling skills, Jacobstein decided to move on.

Sprint PCS charged five dollars for “picture mail,” but users first had to sign up for fifteen-dollar mobile data subscription to use it.

Perhaps the biggest change came during a weekend-long retreat he spent in Mexico taking psychedelics with a guide. “It was one of the most transformative things in my life,” he told the San Francisco Standard’s Life in Seven Songs podcast.8 Mostly, he spent a lot of time in Big Sur, amid the redwoods by the sea, the landscape on the planet that most appealed to him, and read books. “I felt like I knew a little bit about everything and felt like everything was possible,” he said. “I felt very uncertain, but very good.

Software that can think and learn will do more and more of the work that people now do. Ever more power will shift from labor to capital.

Intelligence is compression

Six years after my initial skepticism about OpenAI's altruism, I've come to firmly believe that OpenAI's mission (to ensure AGI benefits all of humanity) may have begun as a sincere stroke of idealism, but it has since become a uniquely potent formula for consolidating resources and constructing an empire-esque power structure.

the term hallucinations is subtly misleading. It suggests that the bad behavior is an aberration, a bug, when it’s actually a feature of the probabilistic pattern-matching mechanics of neural networks.

AI computing globally could use more energy than all of India, the world’s third-largest electricity consumer.

Luck isn’t an independent variable but increases super-linearly with more surface area—you meet more people, make more connections between new ideas, learn patterns,” said entrepreneur and investor Sam Altman.

OpenAI had grown competitive, secretive, and insular, even fearful of the outside world under the intoxicating power of controlling such a paramount technology. Gone were notions of transparency and democracy, of self-sacrifice and collaboration. OpenAI executives had a singular obsession: to be the first to reach artificial general intelligence, to make it in their own image.

We are concerned about late-stage AGI development becoming a competitive race without time for adequate safety precautions,” they wrote. If another attempt to create beneficial AGI surpassed OpenAI’s progress, “we commit to stop competing with and start assisting this project.

It triggered the very race to the bottom that it had warned about, massively accelerating the technology’s commercialization and deployment without shoring up its harmful flaws or the dangerous ways that it could amplify and exploit the fault lines in our society.

Data is the last frontier of colonization,” Mahelona told me: The empires of old seized land from Indigenous communities and then forced them to buy it back, with new restrictive terms and services, if they wanted to regain ownership. “AI is just a land grab all over again. Big Tech likes to collect your data more or less for free—to build whatever they want to, whatever their endgame is—and then turn it around and sell it back to you as a service.

The frenetic Q* discourse and OpenAI’s reaction were a strange demonstration of how much the foundations of scientific inquiry in the AI field had eroded. Science is a process of consensus building. The significance of any advance—whether in AI or otherwise—tends to be highly subjective the moment that it happens. Only through peer review, the test of time, and sustained impact does a particular advance become elevated to “a breakthrough.” With OpenAI performing its work in secrecy—and the rest of the industry now following—the “breakthrough” label could really only be treated as a matter of the company’s opinion.

The antidote to the mysticism and mirage of AI hype is to teach people about how AI works, about its strengths and shortcomings, about the systems that shape its development, about the worldviews and fallibility of the people and companies developing these technologies.

The most successful founders do not set out to create companies,” Altman reflected on his blog in 2013. “They are on a mission to create something closer to a religion, and at some point it turns out that forming a company is the easiest way to do so.

The foundation of deep learning research rests on a simple premise: that the data used to train a model is not the same as the data used to test it. Without an ability to audit the training data, this so-called train-test-split paradigm falls apart. Models may not in fact be improving their “intelligence” when they score higher on different benchmarks. They may just be reciting the answers.

it presented four key warnings: First, large language models were growing so vast that they were generating an enormous environmental footprint, as found in Strubell’s paper. This could exacerbate climate change, which ultimately affected everyone but had a disproportionate burden on Global South communities already suffering from broader political, social, and economic precarity. Second, the demand for data was growing so vast that companies were scraping whatever they could find on the internet, inadvertently capturing more toxic and abusive language as well as subtler racist and sexist references. This once again risked harming vulnerable populations the most in ways like the wrongful arrest of the Palestinian man or as documented in Noble’s work. Third, because such vast datasets were difficult to audit and scrutinize, it was extremely challenging to verify what was actually in them, making it harder to eradicate toxicity or more broadly ensure that they reflected evolving social norms and values. Finally, the model outputs were getting so good that people could easily mistake its statistically calculated outputs as language with real meaning and intent. This would make people prone not only to believing the text to be factual information but also to consider the model a competent adviser, a trustworthy confidant, and perhaps even something sentient.

It was a warning that Big AI was increasingly going the way of Big Tobacco, as two researchers put it, distorting and censoring critical scholarship against the interests of the public to escape scrutiny. It highlighted myriad other issues, including the complete concentration of talent, resources, and technologies in for-profit environments that allowed companies to act so audaciously because they knew they had little chance of being fact-checked independently; the continued abysmal lack of diversity within the spaces that had the most power to control these technologies; and the lack of employee protections against forceful and sudden retaliation if they tried to speak out about unethical corporate practices.

OpenAI never did a comprehensive review of GPT-4’ s training data to check whether those exams—and their answers—were just in the data and being regurgitated, or whether GPT-4 had in fact developed a novel capability to pass them. It was the kind of shaky science that had become pervasive with the industry-wide shift from peer-reviewed to PR-reviewed research.

Neural networks, meanwhile, come with a different trade-off. For years the field has aggressively debated whether such connectionist software can do what the symbolic ones can: store information and reason. Regardless of the answer, it has become clear that if they can, they do so inefficiently. Only with extraordinary amounts of data and computational power have neural networks even begun to have the kinds of behaviors that may suggest the emergence of either property. That said, one area where deep learning models really shine is how easy it is to commercialize them. You do not need perfectly accurate systems with reasoning capabilities to turn a handsome profit. Strong statistical pattern-matching and prediction go a long way in solving financially lucrative problems. The path to reaping a return, despite similarly expensive upfront investment, is also short and predictable, well suited to corporate planning cycles and the pace of quarterly earnings. Even better that such models can be spun up for a range of contexts without specialized domain knowledge, fitting for a tech giant’s expansive ambitions. Not to mention that deep learning affords the greatest competitive advantage to players with the most data.

Brockman was an engineer and a startup guy like Altman. He had grown up on a hobby farm in North Dakota. In between milking cows, he fell in love with math and then science. In 2008, he enrolled in Harvard and transferred to MIT two years later. After another semester, he dropped out of college entirely, unable to swallow any more school when he could be out in

It is not just the actions of an AI agent that can produce side effects,” she and her coauthor wrote. “In real life, basic design choices involved in model creation and deployment processes also have consequences that reach far beyond the impact that a single model’s decision can have. In reality, for AI systems to even be built, there is very often a hidden human cost.

Through decades of research, the definition of AI has changed as benchmarks have evolved, been rewritten, and been discarded. The goalposts for AI development are forever shifting and, as the research director at Data & Society Jenna Burrell once described it, an “ever-receding horizon of the future.” The technology’s advancement is headed toward an unknown objective, with no foreseeable end in sight.

Since its conception, the development and use of AI has been propelled by tantalizing dreams of modernity and shaped by a narrow elite with the money and influence to bring forth their conception of the technology. That conception is what has led to the exploding social, labor, and environmental costs that are playing out around the world today, particularly, as we’ll see, in many Global South countries, for which the consequences of their dispossession by historical empires still linger in delayed economic development and weaker political institutions. And yet, just like the South Carolina congressman, Silicon Valley has painted the experiences of those being exploited and harmed by the technology as happier because of it.

The name artificial intelligence was thus a marketing tool from the very beginning, the promise of what the technology could bring embedded within it. Intelligence sounds inherently good and desirable, sophisticated and impressive; something that society would certainly want more of; something that should deliver universal benefit.

To justify the elongating timeline and the ever-expanding costs of pursuing the ambition for AI, the promises we’re told about it have grown more grandiose than ever before: AI was once a scientific fascination, a technology with some potential commercial utility. Now, AI is the harbinger of the fourth industrial revolution. The keystone of the modern superpower. AGI, if ever reached, will solve climate change, enable affordable health care, provide equitable education.

But the central problem is that there is no scientifically agreed-upon definition of intelligence.

Pop open the hood of a deep learning model and inside are only highly abstracted daisy chains of numbers. This is what researchers mean when they call deep learning “a black box.” They cannot explain exactly how the model will behave, especially in strange edge-case scenarios, because the patterns that the model has computed are not legible to humans.

Altman quickly inspired Graham to search for more Altmans. He asked the young founder what YC should ask on its application to discover more people like him. Altman suggested adding a question that Graham would soon describe as one of the most important: “Please tell us about the time you most successfully hacked some (non-computer) system to your advantage.” It would come to encapsulate and encourage a certain ethos among generations of startups to bend, bypass, and break the rules to domination.

Nevertheless, Annie’s experience contains striking parallels to the many themes explored within these pages: the ever-widening gulf between those who benefit and those left behind in the supposed march for progress; the loss of agency and voice among the disenfranchised confronted by that accelerating chasm; the limits of ceding so much power not just to companies but to the individuals who run them without the scaffolding to provide commensurate checks and balances.

This is the empire’s logic: The perpetuation of the empire rests as much on rewarding those with power and privilege as it does on exploiting and depriving those, often far away and hidden from view, without them.

Even as a European coming from a highly overlapping culture to the US, he often felt alienated by the overwhelming bias in AI safety and other discussions toward American values and American norms.

Not even in Silicon Valley did other companies and investors move until after ChatGPT to funnel unqualified sums into scaling. That included Google and DeepMind, OpenAI’s original rival. It was specifically OpenAI, with its billionaire origins, unique ideological bent, and Altman’s singular drive, network, and fundraising talent, that created a ripe combination for its particular vision to emerge and take over.

It was a logic that worked under a specific assumption: that AGI, despite being amorphous and unknowable, was also inevitable. OpenAI would repeatedly justify its behaviors against variations of the same argument for years after. Under the specter of AGI’s unstoppable arrival, the company needed to keep developing more and more powerful models to prepare itself and to prepare society. Even if those models carried with them their own risks, the experience they offered to prevent or face possible AI apocalypse made those risks bearable.

Musk and Altman, who had until then both taken more hands-off approaches as cochairmen, each tried to install himself as CEO. Altman won out. Musk left the organization in early 2018 and took his money with him. In hindsight, the rift was the first major sign that OpenAI was not in fact an altruistic project but rather one of ego.

Over the next four years, OpenAI became everything that it said it would not be. It turned into a nonprofit in name only, aggressively commercializing products like ChatGPT and seeking unheard-of valuations. It grew even more secretive, not only cutting off access to its own research but shifting norms across the industry to bar a significant share of AI development from public scrutiny. It triggered the very race to the bottom that it had warned about, massively accelerating the technology’s commercialization and deployment without shoring up its harmful flaws or the dangerous ways that it could amplify and exploit the fault lines in our society.

The empires of AI are not engaged in the same overt violence and brutality that marked this history. But they, too, seize and extract precious resources to feed their vision of artificial intelligence: the work of artists and writers; the data of countless individuals posting about their experiences and observations online; the land, energy, and water required to house and run massive data centers and supercomputers.

Artificial intelligence is a technology that takes many forms. It is in fact a multitude of technologies that shape-shift and evolve, not merely based on technical merit but with the ideological drives of the people who create them and the winds of hype and commercialization.

In other words, it was possible to estimate with high accuracy how much data, how much compute, and how many parameters to use to produce a model with a desired level of performance on a discrete capability tightly correlated with next-word-prediction—say, fluency in text generation. For capabilities less but still somewhat correlated, increasing these inputs should also lead to better performance.

OpenAI began to keep a road map to systemize its research. Amodei treated it like an investor: He called it having “a portfolio of bets.” He and other researchers kept tabs on different ideas within the field, born out of different philosophies about how to achieve artificial general intelligence, and advanced each one through small-scale experimentation. Those that seemed promising, OpenAI would continue. Those that didn’t pan out, it would abandon.

OpenAI was unconcerned—or in tech startup terms, “unburdened”—by this compliance. It was a classic mindset in Silicon Valley, where founders and investors espouse the mantra that startups could and should move into legal gray areas (think Airbnb, Uber, or Coinbase) to disrupt and revolutionize industries.

An accounting of the societal impacts of commercializing AI research returned an unsettling scorecard: Automated software being sold to the police, mortgage brokers, and credit lenders were entrenching racial, gender, and class discrimination. Algorithms running Facebook’s News Feed and YouTube’s recommendation systems had likely polarized the public, fueled misinformation and extremism, enabled election interference, and, most horrifying in the case of Facebook, precipitated ethnic cleansing in Myanmar.

Sutskever intuitively believed it would have to do with one key dimension above all else: the amount of “compute,” a term of art for computational resources, that OpenAI would need to achieve major breakthroughs in AI capabilities. The ImageNet competition and subsequent advancements that he had been a part of had all involved a material increase in the amount of compute that had been used to train an AI model. The advancements had involved other things, too: significantly more data and more sophisticated algorithms. But compute, Sutskever felt, was king. And if it were possible to scale compute enough to train an AI model at human brain scale, he believed, something radical would surely happen: AGI.

Despite his concerns, Amodei believed, as with GPT-3, that the best way to mitigate the possible harms of code generation was simply to build the model faster than anyone else, including even the other teams at OpenAI who he didn’t believe would prioritize AI safety, and use the lead time to conduct research on de-risking the model. Much to the confusion of other employees, the two teams continued to work on duplicate code-generation efforts. “It just seemed from the outside watching this that it was some kind of crazy Game of Thrones stuff,” a researcher says.

So much of what our society actually needs—better health care and education, clean air and clean water, a faster transition away from fossil fuels—can be assisted and advanced with, and sometimes even necessitates, significantly smaller AI models and a diversity of other approaches. AI alone won’t be enough, either: We’ll also need more social cohesion and global cooperation, some of the very things being challenged by the existing vision of AI development.

Altman quickly inspired Graham to search for more Altmans. He asked the young founder what YC should ask on its application to discover more people like him. Altman suggested adding a question that Graham would soon describe as one of the most important: “Please tell us about the time you most successfully hacked some (non-computer) system to your advantage.” It would come to encapsulate and encourage a certain ethos among generations of startups to bend

She’d seen in her own professional life how slipperiness at the management level could cause cascading problems,

in AI safety research.

Lex Fridman Podcast,

which also reported based on chat logs provided by his wife that the chatbot ultimately encouraged the man to kill himself.