I've been nerdsniped by the idea of Semantic IDs. Here's the result of my training runs: • RQ-VAE to compress item embeddings into tokens • SASRec to predict the next item (i.e., 4-tokens) exactly • Qwen3-8B that can return recs and natural language! https://t.co/wanOr7wAbg

This eval talk features some of my favorite people all in one go. It's discusses evals from many perspectives: - How to look at data - Human/Computer interface design - Metrics - Tools - etc @eugeneyan , @sh_reya , @BEBischof , @hwchase17 , etc 🔥 https://t.co/jD1t6ZDidz

寫得非常棒, 尤其是其中第六點, 渣翻如下: " 主任級 (principal, L7+) 的工作中很重要的一部分是，讓組織重視某些他們原本不關心的部分 " ... 第一線的管理者和員工經常都得為即時結果焦頭爛額，只有當你成為這樣的角色時，才能退一步有更寬廣和長期的見解（同時建立在更多的客觀之上） ...

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also just saw this relevant tweet. the algorithm works! https://t.co/e5VAWvKboV

What other advice have you come across on how to be an effective principal engineer or scientist? Please share! 🙏

31. Keep learning; our industry moves fast. If you take on projects that teach you nothing, or at least nothing relevant to your work, you’re moving backwards. This is sometimes inevitable—timebox such projects when they come along. Also, your learning doesn’t have to solely come

30. Don’t neglect your own needs. Make time and space for projects that support your learning, growth, and wellbeing. While it can feel selfish in the short term, it’s far more preferable to you burning out on the org. If you’re actively looking for work that keeps you healthy

29. Being a principal can be lonely. You’re part of all teams but also part of none. Build a network of peers with whom you can have open conversations. It likely doesn’t matter if you’re working on the same domain or even in the same company.

28. Define and align your charter with your leadership. One way is to split your work into three buckets: (i) owner, (ii) sponsor, (iii) consultant. As a consultant, you’re involved in reviews and provide guidance, and have a high-level understanding of the system’s or product’s

27. With great freedom comes great responsibility. You have the autonomy to choose what to work on, but there’s the expectation of accountability and impact. The freedom isn’t about doing what you want, but ownership of finding the highest leverage problems to solve. Don’t expect

26. If you were promoted to principal, it’s because you’ve been acting as a principal for a while. Typically, for more than a year. Thus, don’t worry about the increased expectation of the title. Just keep doing what you’re doing, engage with other principals, figure out your

25. To get to principal, you need to put yourself on the critical path. To be effective as a principal and go beyond it, you need to actively remove yourself from it. While you were previously the “go-to” person, you want to transition from essential to adjacent. The org should

24. Make time to interact with interns and their mentors. A few touch points during the internship can be transformative, including an early check-in (and course correction if necessary) and being there for demo day. Also, work with the mentors and interns towards deliverables

23. You’ll be asked for reviews or promo feedback on someone that you’ve only spent an hour or two with. It’s okay to decline instead of providing poor-quality feedback that’s based on a tiny sample of their entire behavior.

22. Be pragmatic; balance seeing the big picture and accepting local solutions. Consult and listen to the working level on the details; they’re your on-the-ground experts.

21. Help teams keep sight of the bigger picture. When the working level is focused on the thick of things and day-to-day delivery, they can sometimes lose sight of the bigger, longer-term problems/opportunities and get stuck in the local optima. With the context that you have,

20. Find mechanisms to stay in touch with teams. This can be design reviews, weekly demos, sitting nearby and keeping an ear out, team lunches, or casual hallway chats. This helps you keep a pulse on the org and where the key problems or opportunities are.

19. Don’t just say the “what”; also share the “why” you think so. This helps others make better decisions. It also reduces the chance that others say “Principal <NAME> said this and thus we should …” and parrot things you said without fully understanding why you said it.

18. The title comes with an aura of credibility even when you shouldn’t have it. Sometimes, people read more into your offhand comments than they should, especially if they don’t know you well. As a result, they may do a lot of work because of a casual comment you made. This can

17. Because of your position, you can sometimes improve outcomes with relatively low effort. The title grants you organizational privilege, and thus greater access to relationships and context. Combined with your experience, this allows you to see around corners better. Thus, you