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Interview: Sam Altman on being fired and rehired by OpenAI

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Interview: Sam Altman on being fired and rehired by OpenAI

When OpenAI’s board asked Sam Altman to return a day after they fired him, he initially felt defiant, hurt and angry.

“It took me a few minutes to snap out of it and get over the ego and emotions to then be like, ‘Yeah, of course I want to do that,’” he told me by phone on Wednesday. “Obviously, I really loved the company and had poured my life force into this for the last four and a half years full time, but really longer than that with most of my time. And we’re making such great progress on the mission that I care so much about, the mission of safe and beneficial AGI.”

After an attempted boardroom coup that lasted five days, Altman officially returned as CEO of OpenAI on Wednesday. The company’s biggest investor, Microsoft, is planning to take a non-voting board seat as well.

During our interview, Altman repeatedly declined to answer the main question on everyones’ minds: exactly why he was fired to begin with. OpenAI’s new board, led by Bret Taylor, is going to conduct an independent investigation into what went down. “I very much welcome that,” Altman told me.

Below is my full interview with OpenAI CEO Sam Altman and CTO Mira Murati, lightly edited for clarity:

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Sam, I would like to address first the elephant in the room, which is that we still don’t know exactly why you were fired to begin with. Why do you think you were fired?

Sam Altman: The board is gonna do an independent review here. I very much welcome that. I don’t have much else to say now but I’m looking forward to learning more.

Why do you think the board said it lost trust in you?

That will be a better question for them.

You said on X just now that “it’s clear that there were real misunderstandings” between yourself and members of the board. What were those misunderstandings?

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I don’t feel ready to go talk about that yet. I think it’s very important to let this review process run. I’m happy to talk about anything forward looking. And I imagine there’ll be some time where I’m very happy to talk about what happened here, but not now.

Can you tell me why you can’t talk about it right now?

I just want to like let this process go and not interfere.

You talked about Ilya Sutskever [OpenAI’s chief scientist] in your note [to employees]. Can you let me in a little bit on why he changed his mind and decided to side with everyone else?

Mira Murati: We don’t know. You’d have to ask Ilya that.

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Sam, what was, in hindsight, the main driving force here that got you to come back?

Altman: It was really interesting. Saturday morning, some of the board called me and asked if I’d be up for talking about it. And my immediate reaction was sort of one of defiance, it was like, “Man, I’m hurt and angry, and I think this sucks.”

“It took me a few minutes to snap out of it and get over the ego and emotions”

And then pretty immediately I started thinking about like, obviously, I really loved the company and had poured my life force into this for the last four and a half years full time, but really longer than that with most of my time. And we’re making such great progress on the mission I care so much about, the mission of safe and beneficial AGI. But also the people here and all of the partners who have taken such big bets on us, and Mira and the leadership team and all of the people here who do incredible work. It took me a few minutes to snap out of it and get over the ego and emotions to then be like, “Yeah, of course I want to do that.”

So the board asked you to come back?

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And you were initially hesitant?

Not for long. There’s a lot of feelings there after that happened to me.

It was clear that the employees were with you. How big of a factor do you think that was?

Definitely we have come through this with a stronger and more unified and focused and committed team. I thought we had great conviction and focus before and now I think we have like way, way, way more. So that’s my silver lining to all of this.

Throughout this whole thing, we did not lose a single employee, a single customer. Not only did they keep the products up even in the face of very difficult to manage growth, they also shipped new features. Research progress continued.

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Do you want back on the board?

This is gonna sound like a PR talking point: it’s not my area of focus right now. I have a mountain of very difficult, important, and urgent work. I want to be able to do my job well, but it’s not like [being] on the board or not. That’s not the thing I’m spending my time thinking about right now.

What does “improving our governance structure” mean? Is the nonprofit holding company structure going to change?

“I totally get why people want an answer right now. But I also think it’s totally unreasonable to expect it.”

It’s a better question for the board members, but also not right now. The honest answer is they need time and we will support them in this to really go off and think about it. Clearly our governance structure had a problem. And the best way to fix that problem is gonna take a while. And I totally get why people want an answer right now. But I also think it’s totally unreasonable to expect it.

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Why do you think that’s unreasonable? I think people see a lot of vagaries about what happened. And it seems like it was disagreements, not malfeasance, or anything like that.

Oh, just because designing a really good governance structure, especially for such an impactful technology is not a one week question. It’s gonna take a real amount of time for people to think through this, to debate, to get outside perspectives, for pressure testing. That just takes a while.

Is anything about OpenAI’s approach to safety work changing as a result of the events that just unfolded?

Murati: No. This has nothing to do with safety.

The reports about the Q* model breakthrough that you all recently made, what’s going on there?

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Altman: No particular comment on that unfortunate leak. But what we have been saying — two weeks ago, what we are saying today, what we’ve been saying a year ago, what we were saying earlier on — is that we expect progress in this technology to continue to be rapid, and also that we expect to continue to work very hard to figure out how to make it safe and beneficial. That’s why we got up every day before. That’s why we will get up every day in the future. I think we have been extraordinarily consistent on that.

Without commenting on any specific thing or project or whatever, we believe that progress is research. You can always hit a wall, but we expect that progress will continue to be significant. And we want to engage with the world about that and figure out how to make this as good as we possibly can.

Last question: I am sure you’re still thinking through all this. I know it’s very fresh. What lesson have you learned from this whole saga?

I think I don’t yet have like a neat pithy soundbite answer there. Clearly a lot, but I’m still stumbling through it all. I mean, definitely there will be a lot to say there, but I don’t think I have a ready to go… all I would have is like a long rambling answer at this point.

Okay, we’ll save for it another time.

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After we hang up, Altman calls back moments later.

I learned that the company can truly function without me, and that’s a very nice thing. I’m very happy to be back, don’t get me wrong on that. But I come back without any of the stress of “Oh man, I gotta do this, or the company needs me or whatever.” I selfishly feel good because either I picked great leaders or I mentored them well. It’s very nice to feel like the company will be totally fine without me, and the team is ready and has leveled up.

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Amazon is ‘winding down’ some of its DEI programs

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Amazon is ‘winding down’ some of its DEI programs

As we head toward the end of the year, I want to give another update on the work we’ve been doing around representation and inclusion. 

As a large, global company that operates in different countries and industries, we serve hundreds of millions of customers from a range of backgrounds and globally diverse communities. To serve them effectively, we need millions of employees and partners that reflect our customers and communities. We strive to be representative of those customers and build a culture that’s inclusive for everyone.

In the last few years we took a new approach, reviewing hundreds of programs across the company, using science to evaluate their effectiveness, impact, and ROI – identifying the ones we believed should continue. Each one of these addresses a specific disparity, and is designed to end when that disparity is eliminated. In parallel, we worked to unify employee groups together under one umbrella, and build programs that are open to all. Rather than have individual groups build programs, we are focusing on programs with proven outcomes – and we also aim to foster a more truly inclusive culture. You can read more about this on our Together at Amazon page on A to Z. 

This approach – where we move away from programs that were separate from our existing processes, and instead integrating our work into existing processes so they become durable— is the evolution to “built in” and “born inclusive,” instead of “bolted on.” As part of this evolution, we’ve been winding down outdated programs and materials, and we’re aiming to complete that by the end of 2024. We also know there will always be individuals or teams who continue to do well-intentioned things that don’t align with our company-wide approach, and we might not always see those right away. But we’ll keep at it.

We’ll continue to share ongoing updates, and appreciate your hard work in driving this progress. We believe this is important work, so we’ll keep investing in programs that help us reflect those audiences, help employees grow, thrive, and connect, and we remain dedicated to delivering inclusive experiences for customers, employees, and communities around the world.

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Chinese auto giant wants to make flying cars your next commute option

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Chinese auto giant wants to make flying cars your next commute option

GAC Group, a prominent automotive manufacturer from China, is making waves in the transportation sector with the launch of its new eVTOL brand, Govy. 

This development reflects GAC’s commitment to sustainable air travel, as the company taps into its extensive automotive expertise and innovative technology to create fresh solutions for urban mobility.

With Govy, GAC is not just entering the flying car market; it’s setting the stage for a new era in how we think about commuting and connectivity in our cities.

I’M GIVING AWAY THE LATEST & GREATEST AIRPODS PRO 2

Flagship aircraft of Govy named AirJet. (Govy)

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Introducing the AirJet

The flagship aircraft of Govy, named AirJet, is a revolutionary composite-wing flying car designed to operate as an air taxi for distances of up to 124 miles. This innovative vehicle combines the efficiency of fixed-wing aircraft with the flexibility of multi-rotor systems, allowing for vertical takeoff and landing capabilities. 

The AirJet is constructed with over 90% carbon fiber composite materials, making it remarkably lightweight — just one-third the weight of a conventional car of similar size. This lightweight design not only enhances performance but also enables longer electric flights.

WHAT IS ARTIFICIAL INTELLIGENCE (AI)?

chinese aircraft 2

Flagship aircraft of Govy named AirJet. (Govy)

EVTOL PROTOTYPE PROMISES 150 MPH CITY-TO-CITY HOPS

Performance and features of the AirJet

In terms of performance, the AirJet is powered by GAC’s proprietary electric drive system, which allows it to reach impressive speeds of up to 155 miles per hour. The current model boasts a range exceeding 124 miles, with ambitious plans to extend this range to 249 miles through the development of future solid-state battery technology. Additionally, the AirJet can be recharged in just 30 minutes, ensuring quick turnaround times for operations.

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The AirJet is designed with both luxury and safety in mind. It features a spacious cabin with a “1+1+X” seating arrangement that provides flexibility for passengers. The aircraft is equipped with autonomous flight capabilities, allowing for seamless operation without human intervention. Safety is paramount in the design of the AirJet. It includes advanced safety systems such as redundant power and control systems, real-time monitoring, and obstacle detection to ensure secure flights.

chinese aircraft 3

Flagship aircraft of Govy named AirJet. (Govy)

AN ELECTRIC AIRCRAFT THE MILITARY HAS ITS EYES ON CAN TAKE OFF WITH ONLY 150 FEET OF RUNWAY

The robo-air taxi system

GAC’s vision extends beyond individual aircraft to encompass a comprehensive Robo-AirTaxi system that integrates ground and aerial transport for end-to-end smart mobility solutions. This system will utilize the Govy AirCar for short urban trips under 12.4 miles and the AirJet for mid-range travel up to 124 miles. A key aspect of this vision is the creation of a “40-minute Greater Bay Area life circle” in China, which aims to facilitate efficient intercity travel and significantly reduce transit times and costs.

chinese aircraft 4

Flagship aircraft of Govy named AirJet. (Govy)

THIS FLYING ELECTRIC VEHICLE BREAKS RECORD WITH 523-MILE NONSTOP FLIGHT

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Future plans and commercialization

Looking ahead, GAC has outlined an ambitious roadmap for Govy. By 2025, the company aims to achieve airworthiness certification for its flying cars, establish production lines, and begin taking pre-orders from customers. Furthermore, GAC plans to launch demonstration operations in two to three Greater Bay Area cities of China by 2027.

chinese aircraft 5

Flagship aircraft of named AirJet. (Govy)

Kurt’s key takeaways

With the introduction of Govy and its flagship AirJet, GAC Group is positioning itself at the forefront of urban aerial transportation. By combining innovative technology with a comprehensive ecosystem approach, GAC aims to transform urban mobility into something smarter, safer, and more sustainable. As we move toward a future where aerial vehicles become an integral part of our transportation networks, GAC’s initiatives could play a pivotal role in shaping how we navigate our cities and connect with one another.

Would you feel comfortable using flying cars like the Govy AirJet for your daily commute, and why or why not? Let us know by writing us at Cyberguy.com/Contact

For more of my tech tips and security alerts, subscribe to my free CyberGuy Report Newsletter by heading to Cyberguy.com/Newsletter

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Drone takes out Super Scooper fighting Los Angeles wildfires

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Drone takes out Super Scooper fighting Los Angeles wildfires

An aircraft helping to fight wildfires that are raging across Los Angeles was struck by a civilian drone on Thursday. The collision damaged the wing of the aircraft — a CL-415 “Super Scooper” capable of scooping up 1,600 gallons of ocean water to drop onto nearby blazes — according to a statement by the LA County Fire Department posted on X, putting it out of service until it can be repaired.

Cal Fire spokesman Chris Thomas told The New York Times that grounding the aircraft will likely set back local firefighting efforts. Super Scoopers can typically refill in about five minutes. But even if it takes ten, that’s six water drops that are lost each hour according to Thomas. “So whose house is not going to get that water to protect it?” The Federal Aviation Administration (FAA) says the Super Scooper landed safely after the drone impact, and that the incident is now under investigation.

Temporary flight restrictions have been implemented in the Los Angeles area that prohibit drones and other aircraft from flying without FAA authorization in an effort to protect firefighting efforts.

According to LA County Fire Chief Anthony Marrone, the drone was not assigned to help tackle the Palisades fires, and was destroyed in the collision. Marrone told the LA Times that the FBI is now planning to implement so-called “aerial armor” in the area to prevent further interference from drones.

Several people online have violated the FAA-enforced flight restrictions, posting viral drone photos and video footage across social media showing the devastation from what appears to be prohibited airspace. Fire response agencies are often forced to ground their own aircraft to avoid collisions when dummies fly drones near wildfires for online clout.

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“It’s a federal crime, punishable by up to 12 months in prison, to interfere with firefighting efforts on public lands,” the FAA said in a statement. “Additionally, the FAA can impose a civil penalty of up to $75,000 against any drone pilot who interferes with wildfire suppression, law enforcement or emergency response operations. The FAA treats these violations seriously and immediately considers swift enforcement action for these offenses.”

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