5 min read

Moats and boats

Moats and boats
Baltic Tech Weekly #244
New web and brand built with achoo studio - see philomaths.tech
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editor@philomaths.tech

work in progress

Slush is one of Europe's leading founder factories as a WHOPPING 15% of alumni become founders! (Mikki Kuusi from Wolt you already know, but also founders of Clair, Inven, Paebbl).

rounds and capital


sponsors

Cloudvisor [AWS partner dedicated to startups]
Hostinger [making online presence accessible to everyone worldwide, 
hiring]
Google For Startups [
cloud credits up to $350K, expert support & faster growth]
Oxylabs [
Step into the world of web data gathering]
VIALET [
Business accounts for growthhiring]
Surfshark [Top 50 among fastest growing in EU, 
hiring]
15MIN Group [
all the news you need to know]
Superangel [
Pre-Seed, Seed and Series A for tech companies]


three questions


founder's guide


further insights

  • Beyond TechCrunch – note where tech coverage happens now.
  • Yes, we are in AI bubble, but it some ways it is attacking much larger and lasting – "human labor bubble": the systemic overvaluation of routine, low-impact tasks that consume massive payrolls without generating proportional economic value, writes Gil Dibner.

    There is no better place to deploy an AI-powered solution than where a local human labor bubble exists. One way to diagnose where this “labor bubble” exists by looking for the following indicators:
  • Basic data entry and classification work.
  • Text or content generation problems.
  • Humans acting as human APIs (performing simple, repetitive information lookups).
  • Other simple cognitive tasks where complex human judgment, holistic reasoning, trust, or relationships are not required
  • Airbus is an example of successful industrial policy and the rare European company that is better than its American rival. Could its success be copied elsewhere? (probably not so much)
  • Video and song this week – Satisfy feat Vaida, TV on the Radio, NYC
  • How to Run New York City? With Maria Torres-Springer, COO.

    What kinds of benchmarks did you set for yourselves?

    A major one in housing, for instance, was a moonshot goal of 500,000 units of new homes over the next decade, backed up with very detailed plans about how we were going to get there. For economic development, it was not just regaining the one million jobs we lost during the pandemic, but also topping the total employment and private-sector employment records the city held before the pandemic. On workforce development, we had a goal of 30,000 apprenticeships, which was a new model for workforce training in New York.

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