Opus 4.7 built it about 90% the same way I would, but had way more convenience methods and step-validations included.

It's great, and really frees me up to think about harder problems.

Happy to help find a place that fits. In my experience, martial arts schools are very much a vibe-compatibility thing.

English is the language of aviation because in 1951 the countries with the most living pilots and aircraft spoke English. It is not because of any trait particular to English.

If I am on a roll, I will flip on Extra Usage. I prototyped a fully functional and useful niche app in ~6 total hours and $20 of extra usage, and it's solid enough and proved enough value to continue investing in and eventually ship to the App store.

Without Claude I likely wouldn't have gotten to the finished prototype version to use in the real world.

For Indy dev, I think LLMs are a new source of solutions. This app is too niche to justify building and marketing without LLM assistance. It likely won't earn more than $25k/year but good enough!

They don’t have to be trained in class B airspace to get their type rating.

It probably is reasonable to look at occupancy percentage along with engine type, and adjust landing fees based on that. Two out of 18 souls on board with a turbine? High landing fees, divert some to an ATC fund.

ATC is there to provide specific services that increase safety and throughput (mostly by sequencing and separation).

If you did this with the ruling class, they'd likely pass regulations that would benefit themselves disproportionately and hurt general aviation (the small little Cessnas flying around). There is already a bunch of problems with privatized ATC, don't make it worse.

I think the answer to your question is the same as any large application: pay attention to your supply chain, architect your systems well, if you don’t know how to do things securely go learn before building (or learn as you go, but that has consequences typically).

https://lucidmotors.com/media-room/atieva-powers-season-6-fo...

The book Accelerate is a good start.

We don’t really have hybrid planes yet, which will likely help in the most inefficient parts of flying (climb).

My comment is to add more information to the discussion to consider many aspects, not to make claims that it’s a fuel-sensible method of travel. I am excited for innovation here, just like I am excited for the continued improvements in hybrid and electric cars.

Yes, it’s more total fuel consumption than a car (but in an hour covering 2x the distance, and allowing to travel more directly) but not at all close to turbine or turboprops. At the extremely cheap (accessible to more pilots) side for pressurized planes, fuel burn is going to be 40gph and it just goes up from there.

There are many variables, and winds work for or against—but by doing good flight planning you use the winds to your advantage.

There is also a lot of research on better aviation fuels (100ll :(((). I’m excited about that part of it, more so than the current electric planes (although electric self-launching gliders are pretty neat)

MOSIAC is going to make light sport aircraft more useful, which will also help in this area.

Tons of interesting stuff happening here!

When they were younger, I tried to find some longer focal point and figure out what my role and goals were as a parent. I found that, and it helped relieve some of the repetitive stress of parenting young kids.

I don't know the source for the "75% of the time we spent with our kids happens before age 12" but I hope it isn't true. Kids are inexperienced people, and experience cultivates interesting people. I also believe an hour spent with a glassy eyed baby barely counts compared to a thoughtful, focused 15 minute discussion with a teenager.

I hope you find your groove. It took me a while.

Noticeable differences:

- While I’m remote people tend to default to throwing time on my calendar, which means a conversation sometimes doesn’t happen. We use Slack, so I am highly responsive on Slack to ensure I’m still talking with folks I need to and would rather ping someone unnecessarily and ask about something than miss out on information. Ding words and DMs to offset the barrier to adding calendared time to talk.

- Capturing all “collisions” (we have awesome stairs to encourage this) is a lot different. As a remote, when I’m in the office it’s a bit special and people come up to me. When working in an office, I get less “Hey, what have you been up to?” conversations.

- Timezones are definitely harder in the office. In an office people generally have fixed blocks of time, since commuting has a cost. Being remote (from home) there is no commute cost, so I can split my day up if I need to without working overly long days. I worked with engineers in Europe, so having this flexibility to hop on a call at 6am and then take a break to hang out with my kids before school is super cool.

What doesn’t change? I believe the most effective management practices aim for predictability, and having inclusive behaviors. Also it doesn’t change how you show up to the job. When I’m in meetings, I need to look fully engaged and present, whether remote or in the office. I think this can be harder in a home office, being surrounded by your things vs. an empty conference room.

Happy to talk more about my experiences here or remote in general!

Onboarding: I create onboarding documents for every incoming engineer broken down by week with 1 or 2 "people to meet" items in the checklist. There is one person in HQ, one person remote (if available) for a remote engineer onboarding. If the engineer is in HQ, they don't have a remote person assigned but they're tasked to meet with everybody on the team. The expectation is within the first couple of weeks to have met at least once with everybody on the team. There are some suggested questions only if they ask (I like to let people feel around and will ask if they feel comfortable talking to strangers, etc).

Management: I'm fairly process oriented, but believe in very light weight processes where every step in the process has some value to an actual person. When we plan our tasks, I ask for rollups on what we're really trying to do and why. This enables me to talk about people's work and know what I'm talking about. The benefit is that we give coherent answers, and have a list of things that are ongoing that are at a higher level than tasks and lower than long-term plans (2 week segments).

For growth, every half I ask a series of questions about their aspirations for the next 6 months and align them to our company's evaluative criteria. I write it down, share with them to edit and correct (this makes sure I understand it). Then at the end of every month, we spend time in our 1:1 to read through and make changes. It goes from a fictional forward looking statement to a writeup of what's been done. It helps frame the larger items that are easy to forget, and a place to put in the small unexpected wins. At the end of the half it is a great asset to see what they've done and for me to bring into performance review conversations.

For culture and team-building, I push for quarterly get togethers (which turns into every 6 months, coordinating a lot of people is hard). Mostly I try to make sure folks are working together and not just adjacent (working on different things in a team is not teamwork). The team also drives conversations to email or scheduled conversations, so folks don't have to be watching Slack to see a decision that may impact them and be lucky they're around (we have a lot of timezone spread, too).

Hope this helps!

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