> But the more Holmes talks to Fielder, the more he teases out her unhinged rationale, which is: The device works fine! We just had to figure out that pesky chemistry stuff! The strange thing is that Holmes has such a corporate mindset that she treats the chemistry stuff…that hadn’t been invented yet…as just another glitchy small problem that could easily be solved

The difference between science and engineering right there...

You mean marketing and engineering.

she'd be the perfect CEO of a BigAI corpo - as opposed to betting on humans randomly discovering new chemistry in predictable ammount of time, betting on neural networks offering a brute-force way to (super)human congnition is actualy "saner" - I mean, we know from _evolution_ that in a universe with out _physics_ brute forcing the problem of building intelligence with neural-network like architecture "very likely works"...

now this thought just made me have more sympathy for Sam Altman (there can actually be much worse ppl out there...)

And yet somehow what she did still isn't as bad as what every private equity form on Wall Street gets away with daily.

There's no excuse for defrauding investors, but at least the "aim" was to produce a product that, if it actually had worked, would have been medically revolutionary. I don't even believe that she went in on scam from the start, she must have at least genuinely believed, no matter how nonchalant, that there was going to be a product - otherwise how would she possibly expect to get away with it?

Blackrock, Citadel, KKR etc - all they do is buy up actual businesses that provide actual products and services, by using the most predatory and immoral "leveraged buyout" technique and then stripping its assets and leasing them back like some demented parasitic worm

How so? In my experience academics are far more likely to sweep big practical issues under the rug because they're primarily concerned with being something working one so they can write a paper, as opposed to making a product that has to work in practice.

(It is surprisingly common to have delusions about the scale of engineering problems in management, which causes problems even when it doesn't explode into outright fraud. I've had management insist on pursuing a project that was already quite risky and difficult in its own right but which also needed a technology that just didn't exist yet to actually be usable by customers in the field: mostly on the back of some theoretical calculations by some acadamics that masked big underlying problems. The issue was pretty obvious but just subtle enough to be easy to convince yourself it wasn't that hard)