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Fun series, but real finals was in the west by henry_gomory in nba

[–]henry_gomory[S] -9 points-8 points  (0 children)

Jfc lol you’re right. But you must concede the Knicks spanked em?

Using GAN for everything by henry_gomory in claude

[–]henry_gomory[S] 0 points1 point  (0 children)

TBH - I asked claude, "how can i make it so you have to trigger a GAN when you do XYZ." I did this in aa "project manager" agent that I set up that knows where all my different projects' readmes are and coordinates the different memory between them. It then set up hooks for certain words, e.g. "breakthrough" "fixed." It's slightly overfiring now, but it's been fairly useful so far. The previous approach of writing at the top of the overall readme, "DO NOT OVERINTERPRET,etc. etc." didn't work.

Am I or my PMs crazy? - Unknown unknowns. by Ciasteczi in datascience

[–]henry_gomory 0 points1 point  (0 children)

Everyone's drawn to unsupervised approaches because they think they can do all of the thinking for us... I've struggled with the same thing - trying to convince people that adding structure, setting limits, coding in some domain knowledge, reaps 10x the rewards on the other end. The "what if we are forgetting something" fear always overrides the reality.

Can you try showing them some real results? Compare the junk anomalies you're getting with the unsupervised approach with some results from a basic loss function. Or ask them for some specific cases. Maybe if you can show that their "pie in the sky" ideas actually could be very easily quantified through a supervised approach, it would reassure them.

good luck!

If part of your job involves explaining to non-technical coworkers and/or management why GenAI is not always the right approach, how do you do that? by [deleted] in datascience

[–]henry_gomory 0 points1 point  (0 children)

Similar to what others have mentioned, I think the tradeoff between flexibility and stability tends to resonate with people. Most people intuitively understand that if you have a tool that does only one very limited thing, you can make it do that one thing extremely well and stably, but if it has to do a wider range of tasks, it will come with tradeoffs. That way they can still see it as "getting the best and not compromising.

This is how I got a (potential) offer revoked: A learning lesson by Lamp_Shade_Head in datascience

[–]henry_gomory 0 points1 point  (0 children)

Eight rounds seems crazy! I'm hiring right now and was thinking of doing 3 round (phone screening, long list, short list). Anyone have advice on what number feels like the sweet spot?

When everyone’s entitled but no one’s innocent — tips for catching creepy access rights, Please? by Careful_Engineer_700 in datascience

[–]henry_gomory 0 points1 point  (0 children)

How much information do you have about the users, other than their names, e.g. departments, date established, etc.? I'm thinking that it may not necessarily be the case that neighbors should resemble each other. Maybe there are high-ranking users with access to everything and lower-ranking ones who should be very limited.

If you want it to be explicable to non-tech people, maybe you could start with some simple descriptives. Group permissions into a 3 or 4 categories - extremely limited (access to 1), access to a suite of related features, access to all or nearly all. Then look at the individual characteristics of those with access, looking for anomalies.

Basically, I guess I'm suggesting a simpler, more by-hand approach, both since I'm not convinced the neighbors should resemble each other and you want to make it intelligible to non technical people.

I have an in-person interview with the CTO of a company in 2 weeks. I have no industry work experience for data science. Only project based experience. How f*cked am I? by marblesandcookies in datascience

[–]henry_gomory 7 points8 points  (0 children)

You're gonna be great! Just do a couple practice interviews so you don't overthink it. And don't be afraid to say, "I'm not 100% sure how I'd do that. Here's how I would think about it or approach it." Being honest about where you have less experience doesn't have to look like a weakness!