pritam
@Pritam_Roy1
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Making your website ready for agent era @fibr_ai, builder at @Cred_club , Founder @manch_India and @FlatPi, Product Manager @getvymo and @Disney via @IITBombay
Stanford, CA
Joined February 2010
The past three years have been insane. - 2 Critical Surgeries.- 5 Hospital Stays.- 120+ COVID Tests.- 50+ Doctors in different cities.- Over 9 months of downtime. Here is how my life changed from "Why me?" to "Try me.". Initially, I was down in the dumps after having to bail on
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Couldn’t agree more for all FIRE enthusiasts.
After $2-3 million, there is no difference in your quality of life. Agree or disagree?
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I love how @figma going public is being celebrated by every designer as a personal win. The dream of every entrepreneur.
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What’s harder in SF: finding a cofounder or a life partner?. Both feel like enterprise sales. - Everyone wants alignment, no one wants commitment .- Early interest fades by the second call .- “Let’s touch base after Q2” .- Ghosting is a CRM stage .- Legal blocks the.
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Vibe marketing ftw! But guess who owns VibeMakreting Inc.?.
If I was running a B2B company today, I'd be on the market to hire this role right away.
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Vibe marketing 101.
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Founders from different countries, products, and paths - yet within minutes, they feel like family. Mission > background. Always. Just spent 3 weeks with 40 builders at Stanford DyDx. Left reminded:.Entrepreneurship breaks barriers and builds character.
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RT @fibr_ai: Big news!. Fibr AI has ranked as a Personalization Leader in G2's 2025 Rankings. This is a huge milestone for us, and it would….
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One of the most underrated founder skills is learning how to carry rejection, without letting it define you. Beautiful post, @alokebajpai.
Never let other's opinions define what you can become. If you're a founder going through a rough patch of rejections from investors, know this: the world doesn’t need to believe in you yet. You just need to keep showing up and be relentless in building what's right for the
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This will be the litmus test for the wrapper’s success and endurance. can’t think of a better use case than coding to build a vertical wrapper. My prediction is anything other than a deep workflow integration(read customization for enterprises) will have a hard time to protect.
Cursor isn't leading anymore. Claude Code and Gemini Code are, in my opinion, ahead of everyone else. Windsurf is dead, and VSCode Copilot is too far behind.
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End of thread. If this resonated, give it a retweet and follow for more founder reflections on building in AI. Link to Calvin's full post:
calv.info
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Calvin's advice: Either take more shots on goal or go learn at a big lab. I'm choosing shots on goal. The pace is insane but also exhilarating. Anyone else feel like they're building in fast forward mode?.
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But here's what gave me hope: .Even after seeing the cutting edge, after shipping at unprecedented scale, Calvin chose to leave and start fresh. His take: "Right now is an incredible time to build.".
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With ChatGPT's distribution, products get instant traffic. Calvin saw immediate uptick just from Codex appearing in the sidebar. That's the power of having 200M+ users already in your product. We're not competing on equal footing.
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The brutal math: . Their GPU costs for one feature > my entire infrastructure spend .Consumer AI traction happens instantly or never .Technical depth matters more than perfect GTM .You're competing against 3,000 brilliant people with infinite compute.
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The part that keeps me up at night: .Calvin describes a "frighteningly ambitious" culture. They're not just building ChatGPT - they're going after APIs, hardware, coding agents, image generation, and stuff they haven't announced. Meanwhile, I'm in planning meetings.
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Everything runs on Slack. Zero email. Calvin describes researchers as "mini-executives." Everyone works on their own thing. If something seems boring or "solved," it probably won't get attention. Good research happens by nerd-sniping smart people into interesting problems.
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The speed is unreal: .Need expertise from another team? You get it the next day. No quarterly planning. No headcount shuffling. They "change direction on a dime" and somehow it works because they hire people who can handle the chaos.
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