Wow
Under the directives of the President of the UAE, we launch a new government model. Within two years, 50% of government sectors, services, and operations will run on Agentic AI, making the UAE the first government globally to operate at this scale through autonomous systems.
AI is no longer a tool. It analyses, decides, executes, and improves in real time. It will become our executive partner to enhance services, accelerate decisions, and raise efficiency.
This transformation has a clear timeline. Two years. Performance across government will be measured by speed of adoption, quality of implementation, and mastery of AI in redesigning government work.
We are investing in our people. Every federal employee will be trained to master AI, building one of the world’s strongest capabilities in AI-driven government.
Implementation will be overseen by Sheikh Mansour bin Zayed, with a dedicated taskforce chaired by Mohammad Al Gergawi driving execution.
The world is changing. Technology is accelerating. Our principle remains constant. People come first. Our goal is a government that is faster, more responsive, and more impactful.
Rodrigo Arizaga retweeted
LOS TUBOS DE TECHINT. Comparto unas reflexiones sobre esta nota, donde se habla de la adjudicación de caños para un gasoducto importante de Vaca Muerta a una firma india. La noticia es que se deja de lado a @GrupoTechint, uno de los productores de caños más importantes del mundo. Me motiva compartir estas reflexiones escuchar a mucha gente decir que el consorcio debería adjudicar a @GrupoTechint por ser productor nacional. A la postre parece lo más lógico ¿no?: si lo podemos producir acá ¿por qué lo importaríamos? Sin embargo un análisis más fino revela que hay argumentos que sugieren lo contrario. Veamos.
Primero. @GrupoTechint habría ofrecido los caños 40% más caros. Aunque alguien quizás pensara que aun así debería habérseles adjudicado (de hecho esa es la lógica del compre nacional felizmente derogado), creo que eso es indefendible. Caños más caros implican menor rentabilidad del proyecto, menores inversiones, menos empleo, menos exportaciones. Como el precio del gas está fijo, ese mayor costo lo hubiéramos pagado quizás con un precio mayor de la energía para miles de empresas (incluyendo pymes) y consumidores. Es el costo argentino que le dicen. Segundo. Recordemos que cada importación genera la necesidad de una exportación. Es decir que la importación a menor costo genera un cambio en el tipo de cambio que genera rentabilidad en otras industrias de exportación con innumerables beneficios de eficiencia, empleo y riqueza. Son los beneficios de la apertura económica.
No proveerse de insumos más baratos sería un mal negocio para las empresas y para el país. Si queremos ser competitivos no podemos imponer ineficiencias laborales (¡hola modernización laboral!), ni sobrecostos en los insumos. Si lo permitimos nunca quebraremos nuestras décadas de estancamiento.
Pero la cosa se pone más interesante porque aparentemente @GrupoTechint, luego de haber visto las ofertas, habría dicho que sí podía ofrecer los caños a un 40% menos (epa!) y también argumentó que el consorcio tenía que darle un first-refusal que quiere decir la posibilidad de mejorar cualquier oferta que se presentara.
¿Ahora como defendemos no darle el contrato a @GrupoTechint? Porque con estas nuevas condiciones ya no corre más el argumento que los caños de afuera son más baratos. ¿No deberían entonces las empresas cambiar el proveedor y elegir el local? Voy a tratar de argumentar, por qué, a mi entender, tampoco deberían.
Primero, si las licitaciones se hacen otorgándole un first-refusal a una empresa, es probable que no se presenten muchos oferentes. Sabrían que muchas ofertas que hagan serían inútiles porque habrá una empresa que podrá ganarles luego de ellos presentar su precio. El resultado será mucha menos competencia futura en el sector y, eventualmente, costos más altos.
Segundo, si cambiaran el contratista porque Techint les ofrece el mismo precio (incluso si fuera algo menor) luego de la licitación, la pérdida de credibilidad de las empresas sería total. El proveedor extranjero diría "me presento en una licitación y luego me birlan mi oferta". ¿El resultado? A nadie le interesaría competir en el futuro para proveer insumos baratos a esta industria. Simplemente no valdría la pena. Nuevamente costos más altos.
Vaca Muerta va a representar oportunidades increíbles en los próximos años. Habrá negocios, empleo y riqueza para crear para todos. Pero para ello hay que mirar con sentido estratégico. Pensar a largo plazo. Y en ese contexto lo más importante es respetar los contratos y las reglas de juego. Algo que le ha costado horrores a Argentina donde parece prevalecer el corto plazo aun si implica resignar todo el futuro. Es mucho más negocio para todos (incluso para @GrupoTechint aunque hoy no lo vea así) que esta industria crezca competitiva y sana.
El día que dejemos de mirar el próximo paso dejaremos de andar en círculos y empezaremos a andar en serio. Tenemos todo el futuro por delante. VLLC!
Grupo Techint perdió un negocio millonario contra un desconocido competidor indio | por
Pablo Fernández Blanco (@pabloferblanco) lanacion.com.ar/economia/el-…
Para días difíciles esto me ayuda mucho
open.spotify.com/episode/1dC…
Rodrigo Arizaga retweeted
Ya lo había visto pasar, pero me sigue maravillando lo que hace esta chica con Rapsodia Bohemia, de Queen. Se llama Angelina Jordan y es noruega. De locos.
Rodrigo Arizaga retweeted
This is terrific advice for startup founders and CEOs.
We grew to $1B ARR faster than Stripe, Salesforce, and Palantir, while being 100% remote
This was a combination of a lot of luck, focus and an excellent team
Looking back, I can our team's success boils down some key principles I'm sharing in a 700-word long post:
I hope that it will help every startup as much as it helped us:
1. Everything is sales.
Recruiting is sales. Fundraising is sales. Retaining your best talent is sales. Dating is sales. And sales is sales.
A founder’s effectiveness = (technical skill × ability to sell).
2. You need to be in the details.
The best founders can zoom all the way in and out. If someone tells you to “scale yourself” by pulling back too early - they’re wrong.
Being in the details is important to understand what org structure best fits your company's goals. Every 'in the weeds' founder designs their org structure from first principles.
Jensen: 40 direct reports,
Elon: Engineers in charge of everything,
Jobs: Creative Dictatorship with Directly Responsible Individuals.
Zuck: The first growth-hacking team with @chamath
Founders not in the details forget what makes their products great and eventually recede into designing a standard org with standard departments which lead to standard results.
3. Your company's fate is 70% sealed by the first 20 hires
Ben Horowitz: "I got this advice like 27 times. They said 'Look, here's the key: Hire A players:' and I was like ok yeah, my plan was to hire a bunch of morons but now I'm going to hire A players" The hard part isn’t intent, it’s judgment.
The problem is you can't spot a top 1% engineer if you're not a top 10% engineer yourself. This applies to everything.
Your definition of great is just what you've seen. Founders have some blind spots. Technical founders usually build bad marketing orgs. Sales-focused founders sometimes build mediocre product teams. You need the right eyes to be able to spot genius. Ego aside, bring on a technical expert and have them vet talent for you. Your first hires are your culture, your standard, your work environment. They are the company. Get the first 20 hires right.
4. Live with your customers.
You can’t know what’s working if you’re not talking to them - all the time.
Be where they are: WhatsApp, calls, DMs, in person. The closer you are to customers, the fewer mistakes you make.
"The customer is the boss. They can fire everybody by choosing to spend their money elsewhere." - Sam Walton
5. Be extremely responsive.
If I reply in 30 seconds, what usually takes a day gets done in hours.
What takes hours gets done now.
Speed compounds.
6. Your TAM is limited by your imagination, not by the market.
Constantly rethink the pod, find other big issues that need solving and are valuable, and solve them exceptionally well. We went from contracts ($100M) to Employer of Record ($300M) to Payroll ($200M).
Each 3x'd the TAM.
7. Never run out of cash.
The only way a business dies is by running out of cash.
Profitability = power. You call the shots, not investors.
You can always act in the company's long-term interest because you know you are safe.
We reached Series A after spending <10% of our seed.
We have been profitable for the last 3 years.
Cash discipline buys freedom.
8. Over-index on angels early.
Angels are your best shot at making important people care - when it matters. They might not be involved day to day, but when you really need help, they’ll show up. If you don't know how to solve a problem, you should know at least a person who knows the person who can.
Pick the right ones, and time your asks well.
9. There's always something out there that can kill your company.
Your job is to de-risk the company. Capital, talent, and products are all a small part of a larger effort to de-risk your startup and build an enduring business. Covid-induced work from home grew our payroll and EOR business. And it seemed like RTO might kill it. But we were prepared. If you worry, you won't have to worry.
10. Stay focused.
Fundraises, competitors, headlines - all noise.
Focus on your customers. Focus on your product. Keep executing.
In the long run, the most relentless team wins.
11. Trust your instinct.
If something feels off - it probably is. Dig deeper.
Courage in your convictions matters, especially as the team grows.
Don’t let “performative democracy” slow you down.
As long as you’re in the seat, lead decisively - and unapologetically.
Rodrigo Arizaga retweeted
Introducing: AnyTime Pay 💸
"Payroll is on the 30th - but give me what I've earned till today."
This changes everything for 500M+ employees living paycheck-to-paycheck.
Deel is at $1B+ ARR serving only 1.5M employees. AnyTime Pay is how we completely change the payroll industry and 10x our scale.
Imagine this: you're a retail employee at a Deel-powered company. You take your earned pay on the 10th for rent, again on the 20th for groceries, and again on the 30th.
Once you experience that freedom, waiting 30 days to get paid anywhere else will feel ancient.
73% of employees say a one-week delay in their paycheck would cause major stress. That's because life is built around payday.
So why hasn't anyone done this before?
Because employers need to remit the correct taxes for each employee and mid-month payments would require instant tax calculations - which has been impossible.
Here's how it works today: Companies send employee data to local payroll providers who manually calculate taxes based on hundreds of constantly changing laws (brackets, job type, country, gender, etc.). The provider calculates everything and sends it back. This entire process takes 10+ days.
The bottleneck is that employers have to wait 10 days to know how much tax to remit for each employee, making mid-month payments impossible.
It's such a huge problem that there's a $1T loan industry to help people cope with 30-day pay cycles. 40% interest credit cards, BNPL, payday loans - they exist because people can't access their own earned money.
Deel is changing that. We're building global payroll infrastructure across 160 countries - our own rails that calculate taxes in real time.
Gross-to-net happens instantly, taxes are computed in seconds, and employees can access their earned pay - anytime.
This might sound boring. But to 500M+ employees living paycheck-to-paycheck, this is life-changing.
Rodrigo Arizaga retweeted
Deel has raised $300M at a $17.3B valuation
We started about 6 years ago, struggling to even make $10K.
I've never shared this before because of how embarrassing our start was.
The story of how we went from $1K to $1B and the advice I'd give to my younger self:
Fiscalizá para La Libertad Avanza. Obtén más información sobre fiscalización. lalibertadavanza.com.ar
Rodrigo Arizaga retweeted
Looking for AI products to try over the break?
From the @a16z team + friends of the firm ⬇️
VR/AR Association Industry Leaders Discuss XR Enterprise Value and Onboarding – GenAI, VR Headsets, Immersive Training and More thevrara.com/blog2/2024/9/5/…
Hoy, junto a Banco Macro, vivimos una experiencia increíble. Un colaborador nos dijo algo que nos hizo reflexionar: "El juego nos iguala, sin importar jerarquías."
Nos emociona ver cómo nuestras experiencias de VR conectan a las personas desde lo humano. 💡❤️
#LiderazgoHumano
Rodrigo Arizaga retweeted
MENTALIDAD DE CRECIMIENTO de Carol Dweck
Diferencia entre mentalidad fija y de crecimiento: clave del autodesarrollo profesional
Felicidad plena! Volviendo de dos semanas de intenso análisis del desempeño de nuestros escenarios de juego en realidad Virtual. #powerskillstrining
Muy buena nota, recomiendo su lectura – at Córdoba, Argentina
Comparto esta nota que me hico Esteban Lafuente para La Nación.
lanacion.com.ar/economia/iva…