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Hi, I'm Dimmitri. In this session, I

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will show how I work on maintaining

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large AI coding projects. Coding agents

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made code cheap. They made entropy even

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cheaper. In the Marvel movie, Thanos

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watched his home planet Titan collapse

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under its own growth. So, when the

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universe got crowded, he raised half of

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everything. This talk is about the one

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time I did the same in one project. Our

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code was growing the way Titan did. When

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I found what my agents had done, I

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deleted tests and boil the plate code

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nobody used. I had to rewrite the whole

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project and I lost some useful pieces.

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And that's the dilemma. Drown and chaos

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or break what people use. And here we'll

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build the third option for that project.

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The rewrite didn't hold. The agents kept

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writing and the mess grew back. So I

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drew a line above it. There is more

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change than anyone can check. The third

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option is to stay under it with small

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sweeps every week and feedback loops

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built into the system. Each chapter of

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this talk is one thing I had to learn to

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get there. Thanos needed six stones for

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one snap. Ours are six questions and

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they light up in the corner as we go.

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The first one is time. How do we stay

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under the line?

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Chapter one. To stay under the line. I

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first had to know what's right means

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here. I used to think that tests decide

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that. So what does right actually depend

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on?

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Let's keep one task in mind. Someone

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wants to change the amount on an order

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we already approved. Two kinds of agents

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meet here. One wrote the instructions

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and the other follows them in

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production.

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We run this in 110 countries with about

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10,000 scenarios of pros instructions.

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Every task lands in a slice. One process

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in one country. There's a second stone

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space. It asks where a change is allowed

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to go. By default, it stays inside its

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slice.

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Most of this system is pros about three

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quarters by my estimate. So pros needs

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engineering too. At start we borrowed

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mutation testing. You break one sentence

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on purpose and you watch for red test.

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Here almost none turned red. And if your

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wrapper is all code, your agent

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instructions and your tests are your

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pros. With agents, a rewrite is easy.

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The hard part is knowing what has to

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survive it. For code, tests can tell

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you. For pros, only people can. Agents

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can't build a complex system on their

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own. They fix what is easy to see and

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break consistency on the way. And people

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also get tired. So we spend their

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judgment only where it's needed. When

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business asked check with the team, it

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hides a real question. Is this a human

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step or can we automate it? Experts

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can't answer that. They don't see how

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the systems connect inside. So

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developers dig through the traces and

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logs with their coding agents and they

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decide which it is. In our task, the

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team leads decision stays human. The

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limit was data we could connect.

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Business experts see the rules.

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Developers see what's under the water.

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And that's where most bugs leave. They

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have their coding agents write those

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links down so the runtime can check

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them. Our guide for experts says it

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simply business tell us what we work out

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how. One document to readers. Agents

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read the blogs. So their blocks have to

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be exact. Experts read the text around

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them and they sign it. We keep one copy,

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a second one with drift and works both

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ways. Our code needs a plain description

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for experts too. Experts can only fix

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what they can see. Each of them reviews

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a task exactly the way the agent saw it.

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The node becomes the next change made by

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a coding agent and test it on the same

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task. So right depends on people. No

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single person knows it. A group of

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experts decides and that's why we bring

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them in from the start. You'll see the

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soul stone here a lot. We take it in

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chapter 4.

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Chapter two. Experts correct one task at

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a time while agents run the same pros

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all day. We track every outcome accepted

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or rejected. The accuracy shows us where

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people still need to look. I used to

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think the goal was to move everything

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into code. So where do we still need

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judgment? Here is our task again. The

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pro says the limit is 1,500. The code

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says a,000. The same order is fine in

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one place and too high in the other and

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nothing throws an error. Even a line

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like do not call X teaches the model

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that X exists. That's the third stone

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reality. Is it true or does it only look

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true for the model? Pros has no

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compiler. So we built one. Then the

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author lints every changed file into

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ledger just like code.

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Lind can't stop copies drifting aparts.

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So we watched the walks. A walk is the

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path one agent takes through the pros.

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When agents keep walking in the same

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path, we turn it into one workflow tool

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and we delete the pros that walked it.

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Our first workflow of tools made things

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worse. The pros still named the steps

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inside them. So agents run those steps

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again. It worked once. The pros kept

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only the decisions. Now a walk becomes

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code only when it repeats and agrees

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across countries otherwise it stays

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pros. What still varies stays in pros

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inside the frame. Code prepares the

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facts and carries out the decision.

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Experts own the decision table and the

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model only picks a row. If no row fits,

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a person takes over. We haven't built

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the next step yet. The model will take

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the small decisions and workflows will

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connect them. This boundary moves both

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ways. We moved hundreds of lines of

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expressions out of code and into pros

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because experts couldn't read them. A

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reax is still fine for spotting a

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critical signal. When there are many,

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they move into config. Judgment stays

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wherever the answer varies in a place an

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expert can read. Chapter three. Now the

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model decides and its decision becomes

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an action. I used to think control meant

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permissions on the agent. So what does

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it mean to stay in control?

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Control starts with what the model sees.

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That's what the fourth stone mind. What

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does the model know? When we let it

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choose what to load, it loaded

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everything. Then it invented a pricing

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check just because prices were visible.

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Whatever sits in its context becomes a

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reason to act. The runtime decides

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what's the model sees for our task.

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That's three facts from the order. The

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full record stays with the runtime and

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the model makes fewer wrong moves.

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Here how we minimize context blo for a

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big set. The model passes a handle, a

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short name for date that the runtime

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already holds. The runtime checks it

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before any write. It keeps the context

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small and still enough for the decision.

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At the same time, it uh validates

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context for consistency. A model with

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the right facts can still do damage.

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That's the fifth stone, power. What made

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change? We control a change twice.

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during development and again at the

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right at runtime only code opens the

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right path so we can change pros many

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times a day the open rings are the parts

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that still depend on people let's zoom

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in and run right five walls stand in

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front of it and the sixth checks that it

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landed if a right looks like it failed

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an agent retries and the journal makes

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sure it runs only once means much more

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than permissions on the agent.

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Chapter 4. Most days I glide over the

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system. From up here, everything looks

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fine, so I don't go down into every

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change my agents made. Then the surface

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gets rough. How do we know we're losing

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control?

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All those controls protect the system.

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Nothing protected my attention. At the

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start, I read every change and that's

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how the system picked up my habits. Then

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the volume grew past what one person can

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read. I was burning out and I stopped

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reading every change. That was the price

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of the last stone. So, who judges and

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what does it cost? With it, the gauntlet

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is complete. Every tech lead I know has

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been here. The one person every change

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waits on. agents just get you there in

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weeks instead of years. I needed a way

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of working that doesn't run through one

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head. And the first gauge was me. When

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I'm tired and I can't explain what

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changed, that's the signal. The

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dashboard can be green while that gauge

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is firing. So, I stop and fix the

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process first. I don't wait for a

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number. I couldn't read every div

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anymore. So I built instruments that

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watch how things change and their

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derivatives. One of them is blast

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radius. Before we built one new check,

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we replayed its rule over several

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thousand past sessions. It would have

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fired on less than 1%. Where the numbers

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jump, I go down and read. When something

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looks wrong, we wait. One signal waits

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until it comes back, even when it comes

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from an expert. A cluster across slices

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is different. Then we fix the concept

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behind it once. Left alone, an agent

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keeps adding conditions until today's

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tasks pass. The eval score drops when

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you take them out and you get an honest

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list of gaps.

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One red slice is rarely alone. The

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experts note becomes an eval and an

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agent searches the siblings for the same

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failure. Siblings differ on purpose by

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market and by local law. So we sweep

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them and the fix goes only where the

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failure is confirmed.

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At any time 10 to 20 of these loops are

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open. At one point I had become the

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message bus between users and my agents.

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At this scale, every user has to be an

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evaluator with a screen to give feedback

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without me. My job as the architect is

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to build those loops into the system.

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Each loop writes to a ledger. So nothing

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waits on my memory and nothing waits on

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me.

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Agents forget everything when a session

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ends. So the memory has to leave in

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files. We keep two kinds. what happened

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and what is true now. The next session

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starts from what is true now.

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Every issue has to connect to its root

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cause. Without that, the agent decides

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on wrong facts and the check has nothing

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to count. So we don't act without

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evidence.

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Reality comes back. In chapter two, it

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asked if the pros is true. Now it asks

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if the change is I used to trust green.

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So what would make us change our mind?

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Green was tempting because checking is

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where the times goes. My agent spend

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almost 9/10en of that time on a change

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just checking it and checking took a

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bigger share of my own week too.

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Verification speed is the limit.

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We rank evidence by what it proves. A

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replay on real tasks sits at the top.

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Before the data arrives, we write down

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what would prove us wrong. And every new

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check has to fail once on purpose before

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we trust it.

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AI refactors fail quietly. Every

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condition and every decision table row

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is a branch. And after a refactor, each

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one has to land exactly once. Here the

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branch for amounts over the limit got

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lost. Our [snorts] order would have gone

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through without the team lead. Real

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tasks decide what we test. We freeze

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them as a set and replay the old version

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against the new one. If no real task

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takes a branch, we call that no

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evidence.

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You can't trust one agent to judge its

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own work. A second agent checks it with

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a checklist and without the author's

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reasoning. It can't be talked into

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agreeing. Over 6 months, it grew to most

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of my checking.

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Coding agents finish most of a batch and

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quietly skipped the rest, especially

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when their context is full. The ledger

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shows what was skipped in one backlog.

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Most items looks covered, but only about

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a quarter could really be closed. So now

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evidence we can count is what changes

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our mind. And this is the third option

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from the start of the talk. I used to

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think there were two choices. Keep

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everything or snap. So what is worth

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carrying forward?

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This one process over a year. Some

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branches merged back, some still drift,

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and some are dead but still look alive.

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Which ones deserve to survive?

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A fix is only a moment. These forces

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keep pushing right after it. You've met

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most of them already. This chapter deals

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with regrowth and branching.

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The first gauge was me back in chapter

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4. These are the gauges for the code.

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Time gets its answers here. The bridge

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line comes back as a number. A ratchet

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means the count can only go down. Two

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gauges run today and six more are next.

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Every week real use decides what stays.

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Anything no real task reaches gets a

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name and its evidence before it goes.

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Test the evidence I didn't have when I

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snapped. Tests kept that variants alive.

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Agents kept every option a test still

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mentioned. Now retired variant takes its

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test with it. Here's the whole method as

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one week. This is the third option as a

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process.

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together. That's the full gauntlet.

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Thanos used his for one snap. We use

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ours every week in small doses with

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evidence. I haven't had to snap again.

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Soul had a second price and I only saw

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it later. After we deliver it to

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production, I found my own engineering

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principles built into the systems

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design. Its skills and its memory carry

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my habits and my biases. Conway said the

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system copies the orc chart. Ours copies

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whoever corrects it. Here are 18

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questions, three for each stone. I'm

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using them when working on my projects.

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Pause here and pick one your own

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repository can't answer yet. That's

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where to start.

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I learned to use this process when I was

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already burning out. If you're the one

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your team's changes weight on today,

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this is for you. Use your stones while

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you can still read every change. In the

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end, Thanos retires to a garden. Maybe

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he should start using them daily. Thank

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you.
