What Drives Venture Capital? Betting on the Fractal Future
In a world accelerating toward technological transformation, venture capital (VC) isn’t just about funding startups—it’s about funding the future. The VC industry thrives on a simple, high-stakes premise: the most valuable companies of tomorrow have not been built yet. They’re just blueprints, ideas, and prototypes—powered by cutting-edge technologies, driven by daring founders, and fueled by capital that believes in potential long before profits.
Venture capital is not traditional investing. You're not buying into stability or dividends. You're making high-risk, high-reward bets on what could be, not what is. You’re planting seeds in soil no one has yet charted. And that’s the whole point.
Why VC Exists: Fueling the Pre-Revenue Phase
The companies that venture capitalists invest in often haven't generated any revenue. Many don't even have a product ready yet. What they do have is vision—often backed by deep technology, bold ambition, and an early team with the skills to build something truly new. But to get there, they need funding. Lots of it.
That’s where VC steps in. Venture capital exists to bridge the gap between an idea and a scalable business. It provides the risk capital that banks won't touch, that public markets aren't built to support. And in return, VCs get a slice of the upside: equity in the company, a seat at the table, and a shot at riding the rocket ship to unicorn status—or beyond.
The Risk-Reward Equation
Venture capital is not for the faint-hearted. Even the most experienced VCs expect a significant portion of their portfolio to fail—often as much as one-third or more. And that’s okay. In fact, it’s built into the model.
What makes venture capital work is the asymmetric upside. A few outlier successes—the “ball out of the park” deals—can return the entire fund and then some. These are the Ubers, the Airbnbs, the Stripes of the world. They not only pay for the failures but define entire industries in their wake.
As the saying goes in the VC world: “Your losses are capped, but your upside is infinite.”
Why Now Is the Most Exciting Time Ever
We are living in a golden age of innovation. Technologies once confined to science fiction—artificial intelligence, quantum computing, synthetic biology, blockchain, space tech, fusion energy—are becoming real, scalable, and investable.
But the real magic isn’t just in these technologies themselves—it’s in their intersections.
To understand this moment, think in terms of fractal geometry: complex patterns that replicate at every scale, and whose true beauty emerges not from simple lines but from intricate intersections. Likewise, the most exciting startups are being born at the nexus of emergent technologies—where AI meets biotech, where robotics blends with nanomaterials, where quantum computing collides with cybersecurity.
These intersections create fertile ground for innovation. They open up entirely new markets, new business models, and new ways of thinking. And they’re not easy to predict—which is why the VC space remains such a fascinating, high-stakes endeavor.
The VC Mindset: Intelligent Capital Deployment
To play this game well, a VC must do more than just write checks. It requires:
Pattern recognition from past wins and failures
Technical literacy to evaluate deep tech
Emotional intelligence to back the right founders
Strategic insight to add value beyond capital
Vision to see what the world might look like in 10–15 years
Venture capital is a form of intelligent capital deployment. It’s about making calculated bets—knowing full well that many will fail—but doing so with the conviction that the few that win will reshape entire industries.
Conclusion: The Fractal Future Needs Fuel
The future doesn't build itself. It needs dreamers, doers, and believers. It needs founders who dare to leap into the unknown—and capital partners willing to leap with them.
Venture capital is not merely funding companies. It’s funding possibility. And in this era of combinatorial innovation, where every new breakthrough creates ten more doors to walk through, VC isn’t just relevant—it’s essential.
The future is fractal. And venture capital is how we fund its unfolding.
वेंचर कैपिटल क्या चलाता है? एक फ्रैक्टल भविष्य पर दांव
हम एक ऐसे युग में जी रहे हैं जहाँ तकनीकी परिवर्तन की रफ्तार अभूतपूर्व है। वेंचर कैपिटल (VC) केवल स्टार्टअप्स को फंड देने का साधन नहीं है—यह भविष्य को फंड देने का माध्यम है। VC इंडस्ट्री एक सरल लेकिन जोखिम भरे सिद्धांत पर आधारित है: कल की सबसे मूल्यवान कंपनियाँ आज पूरी तरह से बनी ही नहीं हैं। वे आज केवल आइडिया हैं, प्रोटोटाइप हैं—नई तकनीकों से संचालित, साहसी संस्थापकों द्वारा आगे बढ़ाई गईं, और ऐसे पूंजी निवेश से पोषित जो मुनाफ़े से पहले संभावनाओं में विश्वास करता है।
VC का अस्तित्व क्यों है: रेवन्यू से पहले का चरण
VC में निवेश की जाने वाली कंपनियाँ अक्सर कोई राजस्व नहीं कमा रही होतीं। कई के पास तो अभी तक तैयार प्रोडक्ट भी नहीं होता। उनके पास होता है—दृष्टिकोण। अक्सर गहरी तकनीकी समझ, बड़ा सपना और एक शुरुआती टीम होती है जो वास्तव में कुछ नया बना सकती है। लेकिन इसे साकार करने के लिए उन्हें पूंजी की आवश्यकता होती है—और बहुत सारी।
यहीं VC की भूमिका शुरू होती है। वेंचर कैपिटल उस अंतर को भरता है जो एक विचार और एक स्केलेबल बिज़नेस के बीच होता है। यह वह जोखिम-पूंजी उपलब्ध कराता है जिसे बैंक अस्वीकार कर देते हैं और सार्वजनिक बाज़ारों की प्रकृति भी उसे समर्थन नहीं देती। बदले में, VCs को कंपनी में इक्विटी मिलती है—भविष्य की सफलता में हिस्सा और एक रणनीतिक भागीदारी का अवसर।
जोखिम बनाम लाभ: खेल की असली समझ
वेंचर कैपिटल कमजोर दिल वालों का खेल नहीं है। सबसे अनुभवी VC भी मानते हैं कि उनके पोर्टफोलियो का एक बड़ा हिस्सा—लगभग एक-तिहाई या उससे अधिक—विफल हो जाएगा। और यह स्वीकार्य है। वास्तव में, यह इसी मॉडल का हिस्सा है।
जो चीज़ VC को सफल बनाती है, वह है असममित लाभ की संभावना। कुछ चुनिंदा, असाधारण सफलताएँ—जैसे Uber, Airbnb, Stripe—पूरा फंड लौटा देती हैं, और उससे भी अधिक। यही कंपनियाँ पूरे इंडस्ट्री को परिभाषित करती हैं।
जैसा कि VC जगत में कहा जाता है: "आपके नुकसान सीमित हैं, लेकिन मुनाफ़े की कोई सीमा नहीं है।"
क्यों यह समय सबसे रोमांचक है
आज हम नवाचार के स्वर्ण युग में हैं। जिन तकनीकों को कभी केवल साइंस फिक्शन में देखा जाता था—जैसे आर्टिफिशियल इंटेलिजेंस, क्वांटम कंप्यूटिंग, सिंथेटिक बायोलॉजी, ब्लॉकचेन, स्पेस टेक, फ्यूज़न एनर्जी—वे अब असलियत बन रही हैं।
लेकिन असली रोमांच केवल इन तकनीकों में नहीं है—बल्कि उनमें है जहाँ ये तकनीकें एक-दूसरे से मिलती हैं।
आज की दुनिया को समझने का सबसे अच्छा तरीका है फ्रैक्टल ज्योमेट्री: जटिल पैटर्न जो हर स्तर पर दोहराए जाते हैं, और जिनकी असली सुंदरता सरल रेखाओं में नहीं, बल्कि उनके जटिल मेलजोल में प्रकट होती है। ठीक वैसे ही, सबसे रोमांचक स्टार्टअप्स उभरती तकनीकों के संगम पर जन्म ले रहे हैं—जहाँ AI, बायोटेक से मिलता है, जहाँ रोबोटिक्स और नैनोमैटेरियल्स जुड़ते हैं, जहाँ क्वांटम कंप्यूटिंग और साइबर सिक्योरिटी टकराती है।
ये संगम नवाचार के लिए उपजाऊ ज़मीन तैयार करते हैं। ये नए बाज़ार, नए बिज़नेस मॉडल और नए सोचने के तरीके खोलते हैं। और इन्हें पूर्वानुमानित करना आसान नहीं है—इसीलिए VC की दुनिया इतनी दिलचस्प और उच्च जोखिम वाली होती है।
VC की मानसिकता: समझदारी से पूंजी निवेश
इस खेल को अच्छे से खेलने के लिए VC को केवल चेक लिखना नहीं आता होना चाहिए। इसमें चाहिए:
पैटर्न की पहचान – पिछले अनुभवों से
तकनीकी समझ – गहराई से तकनीक को परखने की क्षमता
भावनात्मक बुद्धिमत्ता – सही संस्थापकों को समर्थन देना
रणनीतिक दृष्टिकोण – पूंजी से परे मूल्य जोड़ना
दृष्टि – यह कल्पना करना कि 10–15 वर्षों में दुनिया कैसी होगी
वेंचर कैपिटल वास्तव में एक बुद्धिमत्तापूर्ण पूंजी निवेश है। आप जानबूझकर दांव लगाते हैं—पूरी समझ के साथ कि कई विफल होंगे—लेकिन इस विश्वास के साथ कि जो सफल होंगे, वे पूरी दुनिया को बदल सकते हैं।
निष्कर्ष: फ्रैक्टल भविष्य को ईंधन चाहिए
भविष्य स्वयं को नहीं बनाता। उसे स्वप्नदर्शियों, निर्माताओं और विश्वासियों की आवश्यकता होती है। उसे उन संस्थापकों की आवश्यकता होती है जो अज्ञात की ओर छलांग लगाते हैं—और ऐसे पूंजी भागीदारों की जो उनके साथ छलांग लगाने को तैयार हों।
वेंचर कैपिटल केवल कंपनियों को फंड नहीं देता। यह संभावनाओं को फंड करता है। और इस युग में, जहाँ हर तकनीकी सफलता दस नई संभावनाओं के द्वार खोलती है, VC केवल प्रासंगिक नहीं है—यह अनिवार्य है।
भविष्य फ्रैक्टल है। और वेंचर कैपिटल वही ईंधन है जो इस भविष्य को आकार देता है।
The Plateau of Plenty: Why VCs Are the Seers of Our Time
The venture capital game is not about what exists now. It’s about what could exist tomorrow. It plays out in the foggy frontiers where new products, services, companies, and sometimes even entirely new industries are born. This is not the world of proven revenue models or stable income statements. This is the world of potential. Of “what if.” Of “not yet, but soon.”
And most often, this world is shaped by technology—by advances in AI, robotics, biotech, quantum, and more. These are the tools of transformation. But sometimes, innovation comes from reorganization. From remixing what already exists. McDonald’s didn’t invent the hamburger; it restructured the system. It optimized service. It scaled operational efficiency. Innovation isn’t always inventing—it’s often refining, reimagining, and recontextualizing.
Still, when people say “VC,” they usually mean tech. They mean what’s happening on the bleeding edge. The reason places like San Francisco, Bangalore, or Shenzhen matter is not just the talent or the capital—it’s the concentration of context. It’s easier to grasp the future when everyone around you is building it. You stand on the shoulders of giants, and suddenly, tomorrow isn’t so far away.
But here’s the truth: even when you raise venture capital, you’re not winning the game. You’re buying time. Time to figure it out. Time to build. And unless the thing you’re building has the potential to grow exponentially, you’re probably not playing in the right arena. Venture capital is about scale. If you’re not dreaming in exponents, you’re not dreaming big enough.
Right now, we are standing at the edge of an incredible wave. AI, synthetic biology, decentralized infrastructure, spatial computing—it’s all accelerating. The landscape looks chaotic unless you zoom out. That’s when the fractal patterns begin to emerge. Innovation doesn’t flow linearly; it blooms from the edge cases. It looks small—until it changes everything.
But this wild ride won’t last forever.
All exponential growth curves eventually flatten. The plateau is inevitable. But this isn’t a plateau of failure—it’s the plateau of plenty. The Age of Abundance long foretold in ancient scriptures. The promised land. The world where scarcity is a design flaw we’ve finally overcome.
AI, for all its buzz and complexity, is just another tool. A mental bicycle. A cognitive rocket ship. But tools alone don’t determine right or wrong. That happens at the level of the soul. The next generation of innovation won’t just need engineers—it will need navigators. People with discernment. People who’ve undergone spiritual training as rigorous as a pilot’s or an astronaut’s. To wield the power of AI and exponential tech, we will need a new kind of ethics, rooted in wisdom.
In that sense, the best venture capitalists aren’t just funders—they’re seers. They don’t just see returns. They see realities yet to be born. The greatest among them will already sense the plateau of plenty, even as others are still chasing the curve.
And so, the VC game continues—not just as a financial activity, but as a spiritual exercise in vision. A discipline in foresight. A leap of faith that, one day, we will arrive.
1/ The VC game isn’t about the present. It’s about what could be—the foggy edge where new products, industries, and paradigms are born. 🧵
— Paramendra Kumar Bhagat (@paramendra) June 10, 2025
"Here’s a wild-but-true factoid: 10 of the 20 largest companies on the new Fortune 500 list derive profit from the 340B program. I guess you can’t throw off tens of billions of profits without titans of industry figuring out how to get their hands on it" (@brianreid) 🧵
Principle: People are reluctant to change, even when it's beneficial.
People naturally resist change and prefer to maintain the status quo, even when change would be beneficial. This can lead to missed opportunities and stagnation.
Here are the Top 25 objections early-stage tech startups commonly hear from potential investors — along with the best ways to handle them and sample responses you can use to turn objections into interest or even investment:
1. “It’s too early.”
Response:
“We understand it’s early — and that’s where the upside is. Our traction so far proves the potential. Early-stage investment is where valuations are lowest and the leverage is highest.”
2. “I don’t see the market being big enough.”
Response:
“We’ve mapped a $X billion TAM with real unmet needs. Our beachhead is just the starting point — we have a clear roadmap to expand into adjacent markets.”
3. “There’s too much competition.”
Response:
“Competition validates the market. What sets us apart is our differentiated tech/IP/go-to-market strategy/founder expertise — and we’re targeting underserved customer segments.”
4. “You don’t have enough traction.”
Response:
“We’re pre-revenue, but we’ve validated key assumptions through [pilot/POCs/signups/LOIs]. With your support, we can scale faster and build defensible traction.”
5. “I’ve seen this idea before.”
Response:
“Yes, but timing and execution are everything. Look at how many search engines or social networks existed before Google and Facebook. Our execution, team, and timing are what make us unique.”
6. “I’m not familiar with this space.”
Response:
“Fair enough. That’s why we’re here — we’re deeply embedded in this industry. We’d be happy to walk you through how the space is evolving and why we’re positioned to lead.”
7. “I don’t believe your financial projections.”
Response:
“They’re directional, not gospel. But we built them based on bottoms-up assumptions, industry comps, and unit economics. Happy to walk you through the model transparently.”
8. “You haven’t proven product-market fit.”
Response:
“We’ve gotten strong early signals — [X user retention, Y usage rate, Z engagement]. We’re using these signals to iterate quickly and lock in PMF.”
9. “You’re not technical enough / Where’s your technical cofounder?”
Response:
“We’ve built a strong dev team internally and are actively recruiting a CTO-level hire. What we lack in technical depth we make up for in product, vision, and execution speed.”
10. “I’m not convinced you’re the right team.”
Response:
“Fair concern. Let us walk you through how our background specifically prepares us for this — and our advisory network that fills gaps.”
11. “It feels too risky.”
Response:
“That’s the nature of early-stage investing — and it’s also where the returns live. We’re de-risking the business rapidly through validation, traction, and fast iteration.”
12. “You’re pre-revenue.”
Response:
“Yes — but we’re pre-revenue by design. Our current focus is building the right product and onboarding the right users. Monetization is baked into the roadmap.”
13. “Your valuation is too high.”
Response:
“We understand. We based our valuation on comparables and progress to date. That said, we’re open to creative structures — SAFE, discounts, or tranches — to align incentives.”
14. “I already invested in a similar company.”
Response:
“Totally fair. But this market is so large it can support multiple winners. Our approach and go-to-market are meaningfully different — would love your perspective on how we compare.”
15. “What if a big company just builds this?”
Response:
“Execution is key. Big companies are slow, siloed, and often miss new behaviors. Startups win on speed, focus, and customer obsession — just like we are.”
16. “What’s your moat?”
Response:
“Our moat is based on [network effects/data/IP/brand/partnerships]. And we’re building it intentionally from Day 1. Early mover advantage, customer trust, and proprietary systems will deepen it.”
17. “I need to see more before I can commit.”
Response:
“Totally fair. What milestones or signals would you need to see to get to yes? We’d love to keep you updated and re-engage when those are hit.”
18. “This space is too crowded.”
Response:
“It’s crowded because there’s opportunity. Most players look the same — we’re differentiated by [X]. And the market is fragmented and open to disruption.”
19. “This seems like a feature, not a company.”
Response:
“Great companies often start as great features. Look at Dropbox or Calendly. We’ve identified a wedge — and we’re building a product ecosystem around it.”
20. “It’s not a venture-scale opportunity.”
Response:
“We believe it is. We have a clear path to $100M+ in revenue by attacking [problem] with a scalable solution. Our vision is bold and long-term.”
21. “You haven’t tested your pricing yet.”
Response:
“We’re in the process of price testing across segments. Early feedback shows high willingness to pay, and we’re optimizing for value-based pricing.”
22. “Your team is too small.”
Response:
“We’re lean by design — it’s part of our edge. We’ve identified key hires and will deploy funds efficiently to scale the team.”
23. “What if this is just a trend?”
Response:
“We’ve studied the behavior shifts deeply. This isn’t a fad — it’s a fundamental shift. Early trends like this often evolve into large, lasting categories.”
24. “Your roadmap is too ambitious.”
Response:
“We agree it’s ambitious — but ambition is necessary to build something meaningful. We have phased milestones to focus execution while staying aligned with the vision.”
25. “We’re not investing right now / we just closed our fund.”
Response:
“No problem — we’d love to keep the relationship warm. Can we share quarterly updates so we’re top-of-mind when you’re deploying again?”
Final Tips:
Never get defensive. Always treat objections as invitations for deeper conversation.
Always ask follow-up questions. (“What concerns you most?” or “What would get you more comfortable?”)
Track objections. They help refine your pitch and product over time.
Would you like a printable pitch objection/response sheet or a Notion template to track investor objections and responses?
What is one widely accepted belief in Silicon Valley that you believe is completely wrong—and why?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
You’ve often said you prefer to fund bold failures over timid successes. What’s a time that strategy surprised even you?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
If you were 25 today with no money but unlimited access to AI tools, what startup would you build—and why?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
Looking back, which of your bets that failed do you still believe was fundamentally right, just too early?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
You’ve spoken about “reinventing society” with technology. What’s a social institution—like education or healthcare—you think should be completely rearchitected from scratch?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
How do you separate genuine transformative innovation from clever incrementalism when founders pitch you?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
With climate tech scaling, where do you see the biggest disconnect between capital allocation and impact potential today?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
If you had to choose between a team with a 10x idea and a team with 10x grit, which would you bet on and why?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
You’ve warned against the dangers of 'conventional wisdom' in venture. What is conventional wisdom in AI that you think will not age well?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
What’s your vision for how venture capital itself needs to evolve in the age of AI, abundance, and planetary challenges?
— Paramendra Kumar Bhagat (@paramendra) June 3, 2025
US companies have the best closed-source AI models, but the leading open weights LLM is from China, as is the leading open video model, while the leading open image model is from Germany.
The international dynamics of competition in the AI space are not just winner-take-all.
wow—blown away by all the love ya’ll - 220K views - inbound from real estate agents in Canada, Australia, California & Arizona - made some new industry friends :)
just beyond proud of my team. heads down for years, shipping nonstop… and it’s finally happening for us. https://t.co/FXi2wIzsns
My startup Bytras is exactly what your blog calls for climate focused,rooted in Bharat,and solving a real world problem at scale.We turn recycled plastic into durable,wood-like furniture with our own compound, built to outlast wood and disrupt $560 Billion market. Your thoughts?
Rethinking VC and Angel Investing for India’s Ground Realities
When Alibaba reimagined e-commerce for China, it didn’t just clone Amazon. It built something uniquely tailored to China’s infrastructure, behaviors, and socioeconomic terrain. It factored in low credit card penetration, informal small businesses, and a deeply fragmented logistics system. The result wasn’t just a local success—it became a global case study in adaptation-driven innovation.
Now, imagine applying the same principle to venture capital (VC) and angel investing in India.
Too often, Indian startups are judged by Silicon Valley metrics: blitzscale or die, grow at all costs, burn capital fast, and chase unicorn status. But India’s ground realities demand a fundamentally different model—one that’s more patient, locally informed, and impact-oriented.
1. Smaller Checks, Longer Runways
In the US, angel rounds often start at $500K+. In India, a $50K investment can sustain a small team for a year. Instead of pushing startups to burn cash fast, Indian investing should prioritize frugality, sustainability, and iterative growth—something that aligns more with India’s jugaad (creative problem-solving) culture.
2. Beyond Tier-1 Cities
Silicon Valley VCs mostly fund startups in tech hubs. In India, real innovation is happening in Tier-2 and Tier-3 cities—in agri-tech, ed-tech for vernacular learners, micro-finance platforms, rural healthcare delivery, and more. A grounded VC model would focus on these regions, understanding hyper-local needs rather than importing urban elite assumptions.
3. Profit Before Valuation
In the US, profitability is often sacrificed in favor of rapid valuation growth. In India, the priority should be unit economics. A small profitable startup serving 10,000 customers in Bihar might have more long-term value than a loss-making urban app chasing 10 million downloads.
4. Tech for Bharat, Not Just India
India isn’t one market; it’s a patchwork of languages, cultures, and access levels. A grounded VC approach would fund tools in local languages, USSD-based fintech for feature phones, or AI-powered tutoring for government school students. These ventures may not look “sexy” to a Silicon Valley lens—but they solve deep problems for the 800 million Indians living outside the digital elite bubble.
5. Blended Returns: Financial + Social
Indian VCs must rethink success metrics. Impact investing, often treated as a niche in the US, should be mainstream in India. A startup that lifts 100,000 people out of poverty and makes a 5x return should be celebrated more than one that burns through $100M to build a food delivery app for millionaires.
6. Infrastructure as Opportunity
In the US, investors avoid sectors that depend on state infrastructure. In India, infrastructure gaps—poor roads, patchy internet, unbanked populations—are the opportunity. The VC that funds solutions to these systemic holes (like mobile education vans or solar-powered micro-ATMs) is not only backing future unicorns—they’re building the rails of the new economy.
7. Mentorship Over Capital
Capital alone doesn’t build companies—mentorship does. Grounded investing in India means local mentorship: investors who speak the language, understand local policy, know the panchayat system, and can guide founders through the maze of Indian bureaucracy, corruption, and grassroots marketing.
Conclusion: India Needs Indigenous Capitalism
Just as Alibaba adapted to China's context, India needs a VC and angel investing ecosystem that is made for India, not just imported to India. This means embracing local ingenuity, focusing on deep impact, and redefining success beyond Silicon Valley norms. The next generation of Indian unicorns won’t be built in glass towers—they’ll emerge from dusty classrooms, rural farms, and narrow startup lanes in Jaipur, Ranchi, and Coimbatore.
Today I’m announcing Schema Ventures (@SchemaVentures) - a new early-stage fund backing exceptional outsiders building world-changing technology. Here’s why it’s personal 🧵
I have a pitch: Why Thinking Big Is the Safest Bet in the Age of AI and Exponential Technologies https://t.co/4oO02NIV9p AI-Era Social Network: Reimagined for Truth, Trust & Transformation https://t.co/QCQYG5NSkJ
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
I grew up an outsider, moved to San Francisco, built two startups, and shipped products at Microsoft, Netflix, and Meta.
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
What we invest in: 🛠️ Industrial Software (robots + intelligence for factories, logistics, etc.) 📊 Workflow Intelligence (cleaning up enterprise administrative sludge) 💻 Dev Tools & Infra (increasing developer productivity)
What we offer: 🎙️ Distribution — network and access when you need it. 📈 Founder-grade help — GTM, hiring, fundraising, staying alive 🤝 No ego. Just real support from people who’ve been there
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
To the contrary, Deep Mind almost cost Google a fortune before they came back to their senses.
Let me explain….
While the world sprinted toward generative AI, DeepMind was still deep in reinforcement learning, teaching agents to play chess, Go, and capture flags. It was…
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
Hello.
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
Green. Chai.
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
Most. Every is too much pattern. :)
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
Please review my book.
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
I thought that happened with gaming ....... years ago. No?
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
I have just the thing for you: Why Thinking Big Is the Safest Bet in the Age of AI and Exponential Technologies https://t.co/4oO02NIV9p AI-Era Social Network: Reimagined for Truth, Trust & Transformation https://t.co/QCQYG5NSkJ
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
Tesla CFO Vaibhav Taneja apparently got a $140m pay package. He started his career at PWC as an assistant manager in New Delhi. (1) CFA aspirants, don't lose heart (2) When you get into a rocket, don't bother what seat you're in (3) "Sharma ji ka beta" has a new bar.
— Hemant Mohapatra (@MohapatraHemant) May 21, 2025
Two U.S. officials said a Chinese-made J-10 Pakistani jet fighter shot down at least two Indian military planes - one of them a French-made Rafale fighter. India has not acknowledged the loss of any of its planes while Pakistan's defence and foreign ministers have confirmed the use of J-10 aircraft but not commented on which missiles or other weapons were used. ......... The London-based International Institute for Strategic Studies (IISS) notes that China now fields 267 satellites - including 115 devoted to intelligence, surveillance and reconnaissance and a further 81 that monitor military electronic and signals information. It is a network that dwarfs its regional rivals, including India, and is second only to the U.S.. .............. "Both in terms of space and missile tracking capabilities, China is much better off now in terms of being able to monitor things as they happen," said Neill, who is an adjunct fellow at Hawaii's Pacific Forum think-tank. ..... its top diplomat in Britain, High Commissioner Vikram Doraiswami, told Sky News on Thursday that China's relationship with Pakistan was not a concern for India. ......... "China requires a relationship with all of its neighbours, that includes us," he said. ............ Any deployment of India's BrahMos supersonic cruise missile - a weapon it developed jointly with Russia - would be of particular interest, some analysts say, given they do not believe it has been used in combat. ......... Over the last week, some trackers noted unusually large fleets of Chinese fishing vessels moving apparently in unison to within 120 nautical miles of Indian naval drills in the Arabian Sea as tensions rose with Pakistan. ......... Pentagon reports on China's military modernisation and analysts note that China's fishing fleets routinely perform a coordinated militia function that plays an important intelligence gathering role. ........ the deployment of 224 Chinese vessels near Indian naval exercises on May 1. ........... "The presence of Chinese military advisers and other personnel in Pakistan is well-known given how Pakistan's Ministry of Defence has been importing some of its most advanced military hardware from China, so we can be certain the PLA would be able to access relevant data," said James Char, a Chinese security scholar at Singapore's S. Rajaratnam School of International Studies.
Bilawal, who leads Pakistan’s charge against India’s global campaign, warns of nuclear conflict Hours after India had announced its own seven-member delegation for a global diplomatic outreach, Pakistan Prime Minister named Bilawal to head its counter-effort ........ a nuclear conflict between India and Pakistan would have devastating consequences for the entire region and beyond. .........
Hours after India had announced its own seven-member delegation for a global diplomatic outreach, Pakistan Prime Minister named Bilawal to head its counter-effort.
......... "I was contacted earlier today by Prime Minister [Shehbaz Sharif], who requested that I lead a delegation to present Pakistan’s case for peace on the international stage. I am honoured to accept this responsibility and remain committed to serving Pakistan in these challenging times," Bilawal posted on X. .......... On Wednesday, Bilawal stated that the delegation has received initial briefings on a range of issues including the ceasefire, Kashmir, terrorism, and what Pakistan terms as the “attack” on the Indus Waters Treaty. ........
“Pakistan is one of the biggest victims of terrorism,” Bilawal said, while also asserting that incidents of terrorism have brought India and Pakistan perilously close to nuclear conflict in the past.
........ He emphasised the need for dialogue and the resolution of three key issues — Kashmir, terrorism and water — as prerequisites for sustainable peace in the region.
What keeps you busy these days? And did you know that Modi is Hanumanji? Quite literally.
— Paramendra Kumar Bhagat (@paramendra) May 21, 2025
five years ago, the company that most stanford cs new grads wanted to join was meta and the most "prestigious" role was the google apm program.
a recent stanford grad told me it's now openai and cursor, respectively. oh how times have changed.
On Friday, Figure completed a 20-hour run of back-to-back shifts on the BMW X3 production line!
We’ve been running 10-hour shifts for several weeks now and as far as we know, Figure and BMW are the first in the world to do this with humanoid robots pic.twitter.com/5HgpB5XdtX
‘I beg you to give me a chance’ - A 90-year-old Hong Kong hawker pleaded with officers after they confiscated the cart she used to sell roasted chestnuts. pic.twitter.com/7pk4WLLi32
— South China Morning Post (@SCMPNews) March 9, 2023
For those of you who have been misinformed by authority figures that communism is a decentralized system--it can't be. Everyone can't be raised to the same high level, so everyone has the be pounded down to the same low level. That requires centralized elites to do the pounding. https://t.co/PhHTnEEIXs
During today's massive Russian missile attack on #Ukraine, one of the missiles hit a private house in the #Lviv region. 4 civilians died. Terrorism continues. pic.twitter.com/SXQUCNQ2a5
