I haven't followed Neuralink too closely since it was announced, so I was not expecting to see what I just saw. I've seen a handful of breakthrough moments in my life - I think this will be remembered as one.
300k over 30 years is ~21k in interest per year. Over 10 years its ~17.5k a year.
But yeah, that's a lot. I'm curious how one racks up $300k at a state school. I just checked a few state schools in New York and their out of state tuition is ~7k a year?
$300k is enough to have gotten a degree from the most expensive private school in the US (Harvey Mudd).
But to answer the OP: absolutely do not start a company. Get a job and pay your loans off.
noob to "semi pro" isn't the jump you are looking for. To get to a level even remotely close to 'semi pro' would require thousands of hours of playtime.
you just need to grasp the basics.
Phil Gordon's Little Green Book and The Theory of Poker (Sklansky) are common recommendations.
Right, but the important difference between an internal tool and {any other start up idea} is that the internal tool, in theory, has "traction" - i.e. it is being used by people. By definition, you can't pose the same perceived value on something that _isn't_ an internal tool.
A lot of people are listing good examples of pieces of software that were always bad. Some software just starts bad and becomes the incumbent and stays bad. But Google Analytics' regression in GA4 is just unfathomable.
It's actually impossible to overstate just how much of a regression GA4 was to its predecessor.
I'm not aware of a single piece of software that regressed the way this one did.
Google Analytics was an absolute delight and they just threw it away. I would _love_ to hear the internal politics that lead to this and the usage/satisfaction metrics that they are looking at - there has a to be a reason it happened.
Very curious if anyone knows how to pull this off. There's so much value to be unlocked but it's just impossible to break through.
I've personally met three very talented founders that tried and failed (one was accepted to YC as a mid-market ERP and successfully pivoted into an application tracking system) and failed very quickly.
I'm guessing an important feature would be an integration system that maps data from the current ERP seamlessly into the new ERP. And that assumes you can even get through the enterprise sales process to even get the company to migrate.