been on the YouTube side of the last couple of live streams catching what you ladies and gentlemen are discussing. Good stuff and i'd like to contribute!! Can't find WhatsApp link to join, so I'll post this here as it'll help with some of the problems discussed on 4-15's call Found this on github. Props to Weiyan Shi, the repo creator for this simple prompt (Verbalized Sampling) can help break mode collapse by the llm.....on most any topic/subject, when you get the same generic answers from all LLM's. This forces the models to show their full probability and provide nuance which can help you to finding the "High Signal" @Kasim Aslam is talking about on the Weds call. prompt under "Quickstart" https://github.com/CHATS-lab/verbalized-sampling#prompt-templates check the url for a 30 second explainer I've used this for market research, content ads, obviously images and was thinking with @Dylan Fetch council repo discussed on the cll last week, this can steer one or many of your council advisors to examining more creative paths with their specialized viewpoints. It always provides unique perspective as it helps with ideation and breaking monotony.

What’s up everyone, Brandon here. I’ve been showing up on the 5pm calls consistently, listening more than talking, and getting a lot of value from the conversations here. Figured it was time to introduce myself the right way. What I HAVE I’ve been in finance and business since 1996, so just over 30 years now. Most of that time has been spent building behind the scenes. I tend to stay out of the spotlight and focus on creating systems that actually produce. Over the years I’ve: - Built and managed high intent traffic in regulated spaces where trust matters - Created lead generation ecosystems that turn attention into real conversations and revenue - Worked closely with operators and sales teams to make sure what gets generated actually closes - Learned how to navigate compliance, scale, and real world execution without cutting corners A lot of what I do is not visible on the surface. I’ve always been more focused on building the machine than being the face of it. Outside of work, I’ve spent years living abroad in Southeast Asia, traveling, training martial arts, working out, hiking, and pushing myself in different ways. I even spent a period of time paragliding and jumping off cliffs, which probably says a lot about how I approach risk and growth. What I WANT At this stage, I’m looking for clarity and better leverage. I’ve spent a long time building for others and inside other people’s structures. It taught me a lot, but it also showed me where the limits are. Now I’m focused on: - Owning more of what I build - Creating structures that compound instead of reset - Building partnerships that are aligned long term, not just transactional I want to be around people who are actually in it, solving real problems, and building real businesses. What I NEED Two things I’m actively working through: 1. Positioning at the next level. Figuring out what stays, what consolidates, and what becomes the next version of everything I’ve built. 2. Smarter leverage decisions.

Hey everyone 👋 It is Friday the 13th, but I’m not seeing any bad luck around here, just a lot of momentum. I’m ready to read through what you moved the finish line this week. Whether you closed a big deal or finally conquered a task that’s been haunted by "bad luck," let’s hear it. Drop your gains below 👇

In software there's a concept called the 'Software Development Lifecycle'. If you're not interested in learning about that, you can jump to "The Question" below. Software used to be built using the Waterfall style. In Waterfall development, you plan out the entire program up front. In the 80's they started to move toward a more iterative process. In the early 2000's, the Agile Manifesto was written. Agile spawned a number of dogmatic offshoots. Agile is still the foundation of most software development (I think). In short, Agile is an iterative process where you plan 1 - 4 week 'sprints'. It's encouraged to have the software in a working, usable state at the end of every sprint. That allows the stakeholders to use the software, so that their feedback can guide development. You don't plan the whole thing end-to-end because you know the requirements are going to change during development. You probably recognize these Agile principles. You may be using them without realizing it. I think most entrepreneurs have recognized the benefit (or necessity) of getting something on the market so that you don't build something that nobody wants. During the Daily Sigh yesterday, @Grant Füellenbach mentioned sprints, and I realized that people without a software background may not know what that means nor apply it. *The Question* Do you apply any structure to how you plan and run your business? If not, do you think that may be useful to you? If you don't think it would be useful to you, why not?

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