The New AI Growth Playbook

"We are just a little bit over one year old since we launched. The company did exist as GPT Engineer before, but it officially launched in the third week of November 2024."

"我们正式上线刚过一年多。公司之前以 GPT Engineer 的形式存在过,但真正以 Lovable 这个名字 launch 是 2024 年 11 月第三周。"

"We've hit over $200 million in annual recurring revenue before we even hit our one-year milestone, which is pretty incredible. We had our $100 million end of July, and just four months later we were at $200 million."

"我们在 launch 一周年之前就跨过了 200M ARR——这相当离谱。7 月底破了 100M,四个月后就到了 200M。"

"From our users, we already have over eight million users that have tried Lovable. We have hundreds of thousands of paid subscribers as well."

"用户层面,已经有 800 万人试过 Lovable,付费订阅用户也有几十万。"

"This is a once-in-a-lifetime type of company in the category the way that it's evolving. I wanna make sure that people don't all of a sudden set this as a benchmark for success because it should never be."

"这是这个类目里一辈子可能就出一次的公司。我特别担心大家把这个数字当成成功的 benchmark——它本来就不该是。"

"I don't think it's realistic to expect it out of your business that you're starting right now."

"如果你现在创业,不要拿这个标准来要求自己——不现实。"

"Well, I saw Stripe receipts, so it is real as far as I'm concerned. It is money getting deposited in our bank account."

"我亲眼看过 Stripe 后台的收款记录——是真钱,真的进了公司账户。"

"We have a really large use case of people starting their own companies on Lovable—we call it the founder use case—where somebody non-technical, who has never been able to code, is now able to come in and build an app completely from scratch. Some are already monetizing it; some are using it for lead gen for other services or physical goods they're selling."

"很大一块场景是用户直接在 Lovable 上开公司——我们叫它 founder use case。完全不会写代码的人,从零开始造出一个 app。有的已经开始变现,有的把它当 landing page 给自己其他服务或实物商品引流。"

"On the other side, we have a lot of employees within companies using Lovable—building internal tools, prototypes, landing pages."

"另一边是大量的 公司里的员工——他们用 Lovable 做内部工具、做原型、做 landing page。"

"Then there's hype and discovery happening as well. John Cutler gave me a framework that's stuck in my mind: software always goes through a capabilities stage first—what is possible? Then it transitions into value—how do I get value out of this? And then you can scale it."

"还有一块是 hype 和探索本身。John Cutler 给过我一个框架,我一直在用:软件先进 capability 阶段——'这玩意能干什么?',再进 value 阶段——'我怎么从中获益?',最后才是规模化。"

"We're very much in the capability stage with vibe coding because everybody's just exploring what can I do? And the beautiful thing here is that what you can do changes every month to three months."

"vibe coding 现在牢牢卡在 capability 阶段,所有人都在问'我到底能做什么'。最妙的是,'能做什么'每一到三个月就会变一次。"

"My favorite story: there's this man that created a proposal on Lovable. His fiancée had to answer questions, complete this game, and at the end, there was this big reveal and he proposed to her."

"我最喜欢的一个故事——有个男生用 Lovable 做了一个求婚 app。未婚妻得答题、闯关,最后有一个大彩蛋,他就在那个瞬间求婚。"

"People just unlock the most creative things that they build on Lovable, and that's where the revenue is coming from."

"人们用 Lovable 解锁的东西远超我们的想象,这些'奇思妙想'就是收入的来源。"

"I look at it in two ways. There's subscriber retention—how many paid subscribers we renew. And then there's net dollar retention (NDR)—super important to investors. If you don't know about NDR, please read it up. Showing NDR over 100 gives you a much bigger valuation multiple."

"我会从两个角度看。一是 subscriber retention——付费用户里有多少续费;二是 net dollar retention(NDR),对投资人极其重要。如果你不熟悉 NDR,去补一下——能展示 NDR 超过 100% 就是估值乘数的超级武器。"

"There's so much on the market about 'oh, this is a hype product, it's a leaky bucket, it has really high churn rates.' Actual retention—what I can say—is on par with benchmarks of other B2B SaaS products I've ever worked at. I've worked at Miro, Dropbox, SurveyMonkey, Netlify, Amplitude."

"市面上一大堆声音说'这是个 hype 产品,留不住人,churn 很高'。我能告诉你的是:实际留存跟我之前在 Miro、Dropbox、SurveyMonkey、Netlify、Amplitude 看到的 B2B SaaS benchmark 在一个水平。"

"Are we absolutely crushing on paid retention? No. Are we where most other companies are? Yes. NDR is quite good because when people build, they wanna buy more credits to build."

"付费留存是不是把行业碾压?没有。是不是和大多数公司一个梯队?是的。NDR 表现不错,因为用户在 build 的过程里需要不停买更多 credits。"

"But we're more focused right now on engagement retention than even paid retention, because our north star is just to get as much usage as possible. We will fix and tune our monetization model afterwards."

"但我们现在比起付费留存,更盯 engagement retention——核心北极星就是把使用量做到最大,商业化模型晚点再调。"

"Maybe a little counterintuitive: we don't optimize for revenue at all. Internally we have a lot of discussions about how can we give more products away? How can we reduce our revenue growth rate by getting more paid subscribers, more users using Lovable, just to get a bigger share of the market?"

"听起来可能反直觉——我们根本不为收入做优化。内部每天在讨论的是怎么把更多产品送出去。怎么压低收入增速,换更多付费用户、更多使用、更大的市场份额?"

"Our revenue is an outcome of us trying to get more people through the door—not us trying to optimize revenue per user."

"收入是我们把更多人拉进门的副产品,不是我们优化的目标。"

"In any role I've come into before, I felt confident in about 80% of the patterns that I could bring. I could identify inputs, understand which framework applied, know examples that fit. We just needed to localize a solution and push."

"过去任何一个新岗位,我大概对 80% 的打法都有把握——知道该看哪些输入、该套哪个 framework、记得若干对应的成功案例。基本就是把现成方案本地化,然后推进。"

"It was quite productive—getting a company those additional acquisition, conversion, engagement, monetization rates. After some time, I felt very repetitive. Every company loves to say they have unique problems, but at the end of the day, all of the problems were very similar. I felt like I was doing the same job over and over again."

"这套打法很高效——能很快把获客、转化、参与度、商业化数字都拉一截。但做久了我发现自己在重复——每家公司都说'我们的问题很特别',但本质上一模一样,我就是在反复做同一份工作。"

"When I started at Lovable, the one thing that was very clear to me is that this company was growing like crazy before I joined. There's something more magical happening here that is not a pattern I've ever seen before. It's not a framework I can even conceptualize."

"我加入 Lovable 时第一时间就意识到:这公司在我来之前就已经疯长了。这里发生着某种我以前没见过的东西——它不是一个我能在脑子里画出框图的 pattern。"

"Plus, it's a new emerging category that hits fast-moving water so quickly. When you're usually trying to create a new category, it takes years—decades, often. Vibe coding seems to have happened really quickly. It hit the nerve with the market."

"再加上 vibe coding 是一个新兴类目,而且涌进来的水流速度极快。一般创建一个新类目要熬几年甚至几十年才能起势,vibe coding 几乎是瞬间就触动了市场神经。"

"The demand coming to us, we need to capture it—we don't need to generate a lot of it yet. But the downside is we're not in control of a lot of our growth. The company is moving. We're hanging on to it as fast as possible."

"涌进来的需求,我们的活儿是接住,而不是制造。代价是大部分增长不在我们手里——公司在往前冲,我们能做的就是死死抓住、别被甩下去。"

"Some of it is straightforward: how you do paid marketing, some habitual retention, free-to-pay monetization frameworks—they still stand. But the rest of it honestly doesn't feel like it even matters anymore, because we need to invest in such bigger bets and innovate and create new growth loops, as opposed to optimizing the existing ones to the moon."

"少部分老套路还能直接用:付费营销、习惯性留存、free-to-pay 商业化模型——这些骨架还在。剩下的说实话已经不重要了,因为我们必须押更大的赌注、做创新、搭新的 growth loop,而不是把已有 loop 抛光到极致。"

"Not worth it: most people spend most of their time optimizing existing user journeys—you have growth loops, you tweak the dials, you fix big drop-offs from acquisition to activation. Here, optimizations are just not worth our time."

"不值得做的:大多数 growth 人一辈子的工作就是优化现有用户旅程——盯着已有的 loop,调拨盘,修补 acquisition→activation 的漏斗。在 Lovable,这些优化根本不值得花时间。"

"My growth team actually ends up working on new features or standing up new growth loops one after another. I know there's a saying that 'more growth loops doesn't mean more growth.' But the market is moving so quickly, you need to stand up a bunch of initiatives because demand is perishable—and there's so much competition. Everybody and their mother is starting a vibe coding business."

"我们 growth 团队的实际产出是:一个接一个上新功能、搭新 loop。我知道有句老话——'loop 多不等于增长多',但市场跑得太快,需求会过期,你必须同时点燃一堆引擎才能接住。再加上竞争激烈得吓人,'每个人和他妈'都在做 vibe coding。"

"To be ahead of them is not optimization of the problem—it's reinvention of the solution."

"想跑赢他们,靠的不是优化问题,而是重写解法。"

"I usually spend maybe 5%—maybe 10% if I'm lucky—innovating on growth in my previous roles. Right now I'm spending 95% innovating on growth and only 5% on optimization. Most of my frameworks are on optimization, because it's really hard to come up with frameworks for innovation—by definition, they're innovative."

"以前的岗位上,我大概只有 5% 的精力做创新,运气好能到 10%。现在反过来:95% 做创新,只剩 5% 做优化。我手里大部分 framework 都是为优化而设计的——创新这件事本质上没法 framework 化,因为 framework 化的东西就不叫创新了。"

"For example, our growth team launched the Shopify integration to enable the e-commerce use case—because there were already people trying to do it, Shopify was open for integration, let's go lean into it so people can vibe-code their storefronts. That came out of growth. That usually would never come out of growth. Why would a growth team ever invest in a core product integration?"

"举个例子,我们 growth team 上线了 Shopify 集成,把电商场景接通——已经有用户在尝试做,Shopify 又愿意接入,我们就赶紧推,让用户用 vibe coding 做自己的店铺。这是从 growth 团队里出来的。这种事按惯例根本轮不到 growth 团队——一个增长团队凭什么去搞核心产品的集成?"

"Or we enabled voice mode—people can chat with Lovable using their voice instead of only typing. That's a core product feature. We did it because we were like, 'this will help people converse with Lovable more, increase the engagement.'"

"再比如 voice mode——让用户用语音而不是打字跟 Lovable 对话。这彻底是核心产品功能。我们做它的逻辑是:让大家更愿意跟 Lovable 聊下去,把 engagement 拉起来。"

"One area where we've spent very little time is activation. Usually I spend the majority of my time on activation—there are so many awareness things that need to happen, smoothing experience for users to get through that setup moment, the aha moment, the habit loop. Here, you're just interacting with an agent."

"我们花时间最少的反而是 activation。换在以前,我大部分精力都在活化——做认知教育、把 setup 流程打磨顺、引导用户走到 aha moment、再扣进习惯 loop。但在 Lovable,用户是直接跟 agent 对话——没那么多漏斗可挖。"

"In the beginning we were like, the agent team is working a lot on this—why would we go in and do anything? It's our core team that's responsible for activation."

"一开始我们的判断是:agent 团队天天盯这件事,我们 growth 何必插手?活化是核心团队的职责。"

"Now we're starting to move into doing agent work ourselves. All of a sudden, growth team is not just doing product surfaces—we're doing agentic workflows, codifying agent instructions in order for customers to activate better. The work has gotten deeper into product, deeper into core product functionality, as opposed to being a smoothing surface on the outer layers."

"现在我们 growth team 开始上手做 agent 本身的工作了。团队不再只是做'产品表层',而是做agentic workflow、把 agent 的 instruction 编码成更利于活化的形态。我们的工作往产品里钻了一层,从外圈打磨变成了核心功能的一部分。"

"Our agent team spends night and day thinking about it. I've never been at a company where the core team thinks so much about activation, about that first generation, about reaching the aha moment. It's weaved into the DNA of the overall company, which takes the pressure off me."

"我们的 agent 团队是不眠不休盯这件事的。我从没在哪家公司见过核心团队这么痴迷于活化、痴迷于第一次生成、痴迷于到达 aha moment——这件事被织进了公司的 DNA,我反而被解放了。"

"The beauty of agents is it doesn't matter if it's the first generation or your Nth generation—it just needs to be a better generation. The agent needs to understand your intent better and reason behind it. So it improves the entire life cycle immediately, instead of only working on that first experience per se."

"agent 的好处是,无论是用户第一次生成还是第 N 次生成,只要这一次比上一次更好就行。agent 要更懂你的意图、更会推理。它一旦提升,整条生命周期同时受益,而不只是改善第一次体验。"

"Exactly. That is the core product functionality at this point. Before, people would spend more time building deeper features, deeper use cases, or improving platform functionality. Now the core team is obsessed with that first experience, because that is the core product."

"对。在今天,这就是核心产品本身。以前大家把核心团队的时间花在'做更深的功能、更深的场景、做平台能力'上;现在核心团队痴迷的是用户第一次的体验——因为那已经就是核心产品了。"

"One of our biggest strategies is building in public, coupled with employee socials and founder-led socials. This is difficult for larger companies. When you're smaller, you still have a little more narrative control with everybody on your team, plus more trust that people will say the right things because they actually understand what happened."

"我们最重要的一条策略是 building in public,搭配员工社交和创始人主导的社交。这事在大公司很难做。公司小一点的时候,你对叙事还有掌控,而且公司内部信任度高——大家清楚究竟发生了什么,不会乱讲。"

"That ability to quickly deliver the message to the market becomes really important."

"能快速把信息送到市场,这种能力非常关键。"

"We still do big launches—we have everything tiered into tier 3, 2, 1. Tier ones are big moments we rally as a company behind. They're meant to step-function-change our product-market fit, with a bunch of activities behind them."

"我们也还是会做大型 launch——内部分成 tier 3 / 2 / 1。tier 1 是全公司一起冲的大节点,目标是把 PMF 阶梯式地推上一格,会有一整套配套动作。"

"But what's really important is to maintain noise in the market. And that noise happens by us shipping every day, every other day, multiple times per day—and just talking about it constantly."

"但更关键的是在市场里持续制造噪声。这种噪声是靠每天发货——每天、隔天、甚至一天几次——而且不停地讲出来。"

"It actually works as a fantastic resurrection strategy because people are like, 'oh, there's more things here, I need to go check it out.' It also works as a great re-engagement strategy. Instead of sending newsletters saying 'here are the market trends or user stories,' people literally log into their socials to see 'okay, what has Lovable shipped now? What's the change?'"

"它其实是非常好的召回策略——用户会说'诶又有新东西,我得去看看'。同时也是再激活策略——你不用再发那种'本月行业趋势 / 用户故事' newsletter,大家自己跑到 X / LinkedIn 上来看'Lovable 今天又上线了什么、变了什么'。"

"From the time they voice their opinion on what needs to happen, to actual delivery, it's so short—they feel heard. And they are heard, because that's how we prioritize all the things we're shipping. I've never been in a company that tries to maintain so much shipping velocity to maintain a certain amount of noise so that the product feels alive."

"用户从表达需求到看见交付的间距非常短——他们觉得自己被听到了。事实上他们也真的被听到了,我们就是按这个反馈来排优先级。我没在哪家公司见过像 Lovable 这样,刻意维持高发布密度只为让产品看起来'活着'。"

"That is a retention strategy I can get behind any day and all day. I only hope we can maintain it as we continue scaling."

"这种 retention 策略我太愿意支持了——只希望规模再大几倍后我们还顶得住。"

"Velocity of shipping is our number one core value in the development team. We do anything and everything to keep it going up and to the right."

"Shipping velocity 是我们工程团队的第一价值观。我们会用尽一切方法保证它的趋势线一直往右上走。"

"This also means everybody is a little bit of a marketer. We have a very lean product organization—we actually lean on our engineers to do a lot of product work. We call them product engineers. They have to announce the things they've shipped. It doesn't just funnel through marketing."

"这也意味着每个人身上都有点 marketer 的成分。我们的 product 组织非常精简——很多产品工作其实是工程师在做,我们叫他们 product engineer。他们自己要把发出去的东西讲出来,而不是统统走市场部那条管子。"

"There's a lot of autonomy, a lot of agency that needs to happen with this type of velocity—because otherwise you'd need an enormous marketing team to staff that. So it has to come with a redefinition of roles and responsibilities on the team."

"这种节奏下,必须有大量的autonomy和agency,否则你得养一个巨大的市场团队才能撑住。所以团队里的角色和职责要重新切。"

"Three things are changing. One: marketing channels themselves. Two: marketing's involvement in everything product does. Three: where marketing organizations are hiring the most."

"三件事同时在变。第一是营销渠道本身;第二是营销跟产品的耦合方式;第三是营销组织里最多在招的角色。"

"You still have product marketers, channel managers—but they focus on the big things and the narratives. The tricky part: the narrative even changes all the time as new functionality comes through. Usually you can land a positioning and messaging and run with it for years. Now you have it for three months and then the product changes."

"product marketer、channel manager 这些角色都还在,但他们只盯大事和叙事。问题是叙事本身也一直在变——新功能进来,positioning 就得跟着改。以前一套 positioning 可以跑好几年,现在三个月就要重写,因为产品已经变了。"

"Smaller changes can't be supported by marketing—you have to delegate it to your product and engineering team to do their own marketing. Otherwise you'd need an enormous marketing team."

"小的变更营销根本接不过来——必须放手让产品和工程团队自己讲。不然你得养一个巨大的市场部。"

"It's been very clear to me: when you talk about organic marketing strategy—if you asked me five years ago, I'd say SEO. Search engine optimization, go and Google. If you ask me what the organic strategy is right now, it's all about social. What is my CEO posting? What is my team posting? What's my LinkedIn? What's my creator economy doing in influencer marketing across all the social platforms?"

"我看得越来越清楚——五年前你问我 organic 策略是什么,我答 SEO,大家都去 Google 搜。现在再问,答案是社交:我的 CEO 在发什么?我的团队在发什么?我的 LinkedIn 长什么样?我的 creator 生态、influencer 在每个社交平台上做什么?"

"There is still a lot of word of mouth—what are my users posting on social, what are they sharing? Which is a mind shift for me, because I've always, especially in B2B, been so focused on search. Now it's been completely pushed into consumerization territory—it has become all about social no matter how B2B you are, because that's where eyeballs are."

"加上口碑——用户在社交上发什么、分享什么。这对我是个心理上的大转弯,我以前在 B2B 圈子里一直是 search 优先的。现在整个范式被进一步推向 consumerization——不管你多 B2B,营销重心都已经在社交了,因为人都在那儿。"

"For founder socials and employee socials, X and LinkedIn are fantastic—especially for B2B, because that's where all the B2B people are. But you cannot just have ChatGPT write your copy and post it. You need to show personality. There needs to be humanity flowing through it."

"创始人社交和员工社交方面,X 和 LinkedIn 都是上佳选择——B2B 尤其,因为 B2B 的人都泡在那儿。但你不能直接让 ChatGPT 写一段然后丢出去。必须让自己的个性流出来,要有人味。"

"It's not natural for everybody and feels awkward to start, but it's important to people to see who's building the company. There's so much competition on functionality now, that they rally behind a team. They want a team they want to win. For that, you need to be vulnerable, authentic, yourself. That corporate scrubbing has to completely fall off."

"不是每个人天生擅长,刚开始会很别扭。但对用户来说,他们想看清是谁在造这家公司——因为功能层面已经卷到一片红海,他们要押注的是一个'值得获胜'的团队。要做到这个,你必须暴露脆弱、保持真实、做你自己。那种公司化、过度修饰的语言必须彻底剥掉。"

"Then there's customers posting about you. The only way to create a word-of-mouth loop is to blow their socks off when they experience your product."

"另一面是用户在社交上谈论你。要造一个口碑 loop,唯一的办法是用户用上产品的那一刻——把他们的袜子吹飞(把他们直接惊到)。"

"We have an almost unfair advantage because our product is called Lovable. By default we're trying to create absolutely lovable experiences. That's the mentality internally—if it's not lovable, we're not gonna ship it. And the best way to fix a bug is to say 'this is not lovable.' Everybody just jumps on it. Sprints, no sprints, doesn't matter—it's getting fixed right now."

"我们有个不太公平的优势——产品名字就叫 Lovable。默认我们就在追求'真的让人喜欢'的体验。这是内部的心态——如果它不 lovable,就不发。修 bug 的最快办法是说一句 'this is not lovable',所有人都会扑上去——管它什么 sprint,立刻修。"

"We put all the brand work actually into our product. We don't have a brand marketing team yet, so it's all through product interactions and those building-in-public moments."

"我们把所有品牌工作都做进产品里。我们到现在都还没有品牌营销团队——一切都通过产品交互和 building-in-public 的 moments 来传递。"

"Then there's influencer marketing. Influencer marketing is 10 times bigger for us than paid social. We do some paid social, it works decently, but it's expensive on payback period."

"然后是 influencer 营销。对我们来说,influencer 营销的体量是付费社交的 10 倍。付费社交我们也跑,效果还行,但回本周期吃不消。"

"Influencer marketing has worked from the beginning at Lovable. The reason: especially on socials, it gives you an opportunity to have a little video and interaction. Lovable is all about seeing 'oh my gosh, this is what I can do.' Nobody knows what vibe coding is, but you watch 10 seconds of it and you go, 'ooh, that's new—let me give it a try.'"

"influencer 营销从 Lovable 起步那天就在跑。原因是——尤其在社交平台上,它能给你一段小视频 + 互动的画面。Lovable 这个东西本身就是看到才能 'wow':没人解释得清 vibe coding 是什么,但你看 10 秒视频就会 'ooh,这玩意新,我得试试'。"

"My joke is that at the end of my Lovable journey I'll be like, 'Hi, my name is Elena. I do brand now.' I see it as part of growth strategy to make sure that brand shines through every single interaction. That is one big lever in our growth story."

"我自己开玩笑说——在 Lovable 这一程的终点,我大概会自我介绍成'你好我是 Elena,我做品牌'。但我把这件事看作 growth 策略的一部分:确保品牌在每一次互动里都被传递出来。这就是我们增长故事里的一个核心杠杆。"

"The first thing you have to get right is you have to be at the right place at the right time, in fast-moving waters. The way to stand out in a super-crowded category is to create experiences that speak to people. A lot of people deprioritize this because they still prioritize functionality over humanity within software."

"前提是你得在对的时间、对的位置上,在水流够快的赛道里。在一个极度拥挤的类目里跳出来,办法是造一种'对人说话'的体验。大部分团队把这件事放在最后,因为他们仍然把功能性放在人味之前。"

"We're moving to the new era of software that needs to feel human—software that people want to interact with, not just utility. The cost of software is coming down so much that we can now invest into the emotional feel of that software, instead of only the utility."

"我们正在进入新一代软件——它必须有人味,是用户想去碰的东西,而不只是一个工具。软件的造价被压得越来越低,我们终于能把预算和精力投到'感受'层面,而不只是'功能'层面。"

"Exactly—and it has to translate through every single interaction. Your designer has to be one of your first hires now in startups. You have to think through every interaction: does this communicate our brand or not?"

"对——而且要在每一次交互里都贯穿。在今天的创业公司里,designer 必须是最早的几个 hire 之一。每一次互动你都要问一句:这一下到底有没有把我们的品牌传出来?"

"One part isn't codifiable—it's the type of people you hire. We try to hire the absolute best talent we can attract. By 'best' I don't mean someone from really large companies, or someone with a lot of logos. It's somebody extremely passionate about their job—it's their hobby, they love to work, they have fire in their belly. This is not a paycheck. They want to do this for some ulterior reason. This is the biggest opportunity of their life—global maximum against any other opportunity in front of them."

"一部分没法 codify——靠的是招进来什么样的人。我们尽量找市场上最好的 talent。'最好'不是指大厂背景或履历亮眼。是那种对工作极度有热情的人——这是他们的爱好,他们热爱在做的事,肚子里有一团火。这不是为了一份薪水。他们做这件事一定有更深的动机——这是他们人生中最大的机会窗口,在他们眼前所有选项里,这是 global maximum。"

"We want people to do their absolute best work at Lovable. You can feel it in this office—people are wired up. They're so high on 'how can we make this better, how can we deliver more to our customers?'"

"我们要的是大家在 Lovable 做出他们一辈子最好的工作。这种状态在 office 里是能感觉到的——所有人都嗨着,满脑子都是'怎么把这件事做得更好、给客户多送一点价值'。"

"The other two skills that are super important: high agency and high autonomy. 'I can figure out things tangential to me—I don't need a marketer to go launch something. I'll go figure it out and own it from start to finish.' Those are very important and we screen for them."

"另外两项极重要的能力是 high agency(高主动性)和 high autonomy(高自主性)——'我能搞定我职责之外的事;我不需要一个 marketer 来帮我 launch,我自己就能从头到尾扛下来。'这两条是我们筛人的关键。"

"You just see—what you want to do is up to you. Very little supervision. Of course, we all have goals and big launches we're marching towards, but a lot of work is up to developers, marketers, whoever—what is it they want to do? Because of our velocity, if you fail, it's not a big deal. We'll pivot, we'll get through it. We're not here to just win all the time."

"实际表现是——你想做什么、你说了算,几乎没人在背后盯。当然我们有共同的目标和几个一起冲的大 launch,但绝大部分工作是开发者、市场人员自己决定要做什么。我们 ship 的节奏太快,失败一次也无所谓——pivot 一下继续往前走。我们不是来确保每一拳都赢的。"

"Especially recruiting in Stockholm—the main office is here, and we ask a lot of people to relocate, no small feat. Some is made easier by the hype around our product—people reach out: 'I love what you're doing, I want to join.' Building a lovable product also creates a really great recruiting brand."

"特别是在斯德哥尔摩招人——总部在这里,很多人需要搬家,这本身就不简单。一部分被产品的热度抬起来了——很多人主动来找我们:'我特别喜欢你们做的事,我想加入。'造一个真正 lovable 的产品本身就是顶级 recruiting brand。"

"Second, we do a lot of work trials. We pay them. We have probation periods. This company is not for everybody. The pace here is insane. I went on vacation for the first time after six months. 10 days. I came back, I felt like I needed to onboard from the beginning. Everything changed."

"第二是work trial(试用工作)——我们会付钱。也有 probation 期。这家公司不适合所有人,节奏快得吓人。我加入半年后第一次休假——10 天。回来后感觉需要重新 onboard 一遍——什么都变了。"

"When I'm in it, it feels like an evolution—but being gone for 10 days, it feels like a complete revolution. That pace is just not for everybody. We're upfront with how chaotic things are and we prioritize people who don't look for clarity but can create clarity out of chaos—because otherwise it's absolutely chaotic."

"在里面的时候你会觉得是渐进的演化——但你离开 10 天再回来,会觉得这是一场革命。这个节奏注定挑人。我们对'公司有多混乱'一开始就讲得很坦诚——我们挑的人不是要 clarity 的人,而是能从混乱中造出 clarity 的人。否则一切只会乱成一团。"

"I call it minimum lovable product. It shouldn't be minimum viable product anymore. Viability is left back in the 2010s. Now it's minimal lovable product. That's the only thing that matters."

"我叫它 minimum lovable product。MVP 已经不该是 MVP 了——viability 这个标准是 2010 年代的。现在的标准是 minimum lovable product(最小可爱产品)。这是唯一要紧的事。"

"The feedback cycle is completely collapsed. You can go from idea to a functioning product, to user feedback, within a day if you want—depending on how fast you want to run or how complex the product is. Before, it would take so many more steps: user research, design sprints, prioritizing an engineering roadmap, long testing cycles. Now it's just boom, let's go."

"反馈周期被压扁了。从想法到一个跑得起来的产品、到拿到用户反馈,你想的话一天就能走完——取决于你跑多快、产品多复杂。以前要走 user research → design sprint → 排工程 roadmap → 长测试期一整套。现在就是'走起'。"

"For Missions (a project we did), it took us a couple of weeks to vibe-code—because we have a full-time vibe coder on my team. He's amazing."

"我们做的一个项目 Missions,vibe code 出来花了几周——因为我团队里有一位全职 vibe coder,他很厉害。"

"Great question. This is a new job role that's actually popping up here and there. It's fascinating to watch. I see vibe coding as a skill being added to a lot of job descriptions—for designers, PMs, marketers. Which is a really interesting shift. Finally, Excel can move over—we have a new skill to add that's super empowering and not three years old."

"好问题。这是一个正在冒头的新工种。很值得观察——我看到 vibe coding 作为一项技能,正在被加进 designer / PM / marketer 的 JD。这是一个有意思的转变——Excel 终于可以让位了,我们有了一项新技能,赋能感强,而且不是三年前的老东西。"

"My vibe coder is Lazar. He was chief of staff in his previous role. He's not technical at all—self-taught. He was very early in the vibe coding wave, learned a lot, and was a user of all the vibe coding tools, Lovable included."

"我的 vibe coder 叫 Lazar。他上一份工作是 chief of staff,完全不是技术背景——自学的。他很早就跳进 vibe coding 的浪里,学了很多,用过所有 vibe coding 工具,包括 Lovable。"

"When I was coming into this role, I had so many projects I wanted to vibe code myself. I run a women-only hackathon called She Builds—I vibe-coded the first version of that site, the application submission flow. Then other people came in and built on top of it. But I don't have enough time. So we connected on social: 'would you join us?' He joined part-time."

"我刚入职 Lovable 时,手头一堆想自己 vibe code 的项目。比如我办的女性向黑客松 She Builds——它的第一版网站和申请流程是我自己 vibe code 出来的,后面别人在上面接着建。但我时间不够。我们俩在社交平台上接上头,我直接问他:'要不要加入我们?'他先做 part-time。"

"For example, we partnered with Shopify and he created a bunch of Shopify Lovable templates—vibe-coded for us. He's an absolute expert—teaching all of us what's possible with Lovable, because he's on the cutting edge constantly pushing it to the limit."

"举个例子:我们跟 Shopify 合作,他 vibe code 了一堆 Shopify Lovable templates。他是顶级高手——反过来在教我们 Lovable 到底能做什么,因为他天天在边界上推它的极限。"

"I vibe code myself—I'd put it as a skill on my resume now. It took me a while to figure out. Everyone's like, 'oh, you just go and it all happens automagically.' Actually it takes a couple of iterations, a couple of projects, until you know how to translate ideas, how to think about it."

"我自己也 vibe code——现在我会把它写进简历的技能里。我花了一段时间才摸到门道。大家以为'你打几个字就自动出现了',其实你得跑过几次、做过几个 project,才知道怎么把脑子里的东西翻译给它、怎么思考一个问题。"

"For me, it was when I started scaling what I want to vibe code—that's where Lazar's value really came in. I understood what was possible. I knew what needed to be achieved. Some of these apps I want almost full-blown built because they won't be incorporated into the product anytime soon. He really accelerated my velocity. It's like having an engineer on your team—they're just part technical, but they can be non-technical if they're really good."

"对我来说,价值真正爆发的拐点是——我开始把'我要 vibe code 什么'规模化的时候。我心里清楚能做什么、要做出什么,有些 app 我想接近成品,因为短期内不会进核心产品。这时 Lazar 的价值就太大了——速度直接被推上去。这角色就像团队里多了一位工程师——只是他们一半技术、一半不,做得好的话甚至可以完全非技术。"

"Community. You need to bring people together as they're exploring these capabilities so they can bounce off each other. Community amplifies word of mouth, social posting, retention. It runs on Discord—nothing fancy—hundreds of thousands of members, very lively. Community managers make sure questions get answered. We have an ambassador program."

"Community(社区)。当用户在探索新能力时,得有个地方让他们彼此碰撞、互相帮助。Community 同时放大口碑、社交曝光、留存。我们的社区跑在 Discord 上——没什么特别的——已经有几十万成员,非常活跃。我们有 community manager 保证问题被解答,还有 ambassador program。"

"Not everybody can build a community, but at least plugging into someone's community is quite important."

"不是每家公司都能自己建一个社区——但至少要接入某个现有社区,这件事很关键。"

"Another one is giving your product away a lot. For AI products, this may feel counterintuitive because they're so costly—every single interaction has an LLM pass-through cost. A lot of traditional tech companies gate AI immediately behind a paywall because they're sitting on a cushy high-margin profile. The moment you start giving AI away for free, you're cutting into those margins like a knife through butter."

"还有一条:把产品大量送出去。AI 产品听起来反直觉,因为成本不低——每一次交互都有 LLM 成本要付。很多传统科技公司一上 AI 就立刻竖起付费墙,因为他们靠的是非常舒服的高毛利。一旦把 AI 免费送出去,毛利像热刀切黄油一样被切下去。"

"But AI is so new and the capabilities are so new—you have to remove the barrier of entry. You have to give a lot of your product away for free. I don't just mean freemium. Freemium is the baseline. If you're in a new category, you need to let people explore what it is for free and get that initial wow moment."

"但 AI 太新、能力太新——你必须把入门门槛拆掉。要把大量产品免费送出去。我说的不仅是 freemium——freemium 只是底线。在一个新类目里,你得让人免费体验这玩意到底是什么,直到他们撞上第一个 wow moment。"

"It's not aha moment, by the way. It doesn't need to be aha moment anymore. It just needs to be a wow moment. For Lovable, that's the first preview generation after your first prompt. It's not the complete thing of what you want to build, but you go, 'this is possible? I had no idea. I want to keep building.' It becomes addictive."

"顺便说——这已经不再是 aha moment 了,而是 wow moment。在 Lovable 上,这个 wow moment 就是用户输入第一句 prompt 后看到的第一份预览生成。它绝对不是用户想要的最终成品,但用户会想——'居然能做出这个?我完全没想到,我想继续做下去。'从那一刻它就变成了一种上瘾的探索。"

"We give Lovable credits away to every event, every hackathon. If you want to host a Lovable hackathon, we'll sponsor it and give participants free credits. We give them away like candy, and we track LLM cost on freemium and giveaways as our marketing costs—not something we need to reduce to make margins better. This is part of our growth secret sauce."

"任何活动、任何 hackathon,我们都送 Lovable credits。你要办一场 Lovable hackathon?我们赞助,所有参与者都给免费 credits。我们像撒糖一样发出去——这部分 LLM 成本被我们划进营销预算,不是要被砍掉来美化毛利的成本中心。这是我们增长的秘方之一。"

"Exactly. Once you hook people, they're more likely to stay. So you still need a retention strategy, but: if one of our users stands up and says, 'I'm gonna have a hackathon at my work on Lovable—can you give us free credits to play with?' Why would we prevent a person who wants to do all of the marketing and activating job for us from using us? 'Take it. How much do you need?'"

"对。用户一旦上钩就更可能留下来——你当然还要做留存策略。但如果我们的用户主动说:'我们公司要办一场 Lovable hackathon,能给我们一些免费 credits 玩吗?'这个人愿意替我们在他公司里做营销和活化——我们凭什么挡他?'拿去用,要多少都行。'"

"Yes and no. Take a look at Lovable. We're over $200 million in ARR. We're 100 people. Our headcount costs are very low."

"既是又不是。你看 Lovable——超过 200M ARR,100 个人,headcount 成本非常低。"

"Six months ago we had 30 people. Now we have 100. We'll quadruple by end of next year. But for perspective, headcount cost is minimal. We're not spending a lot on paid marketing. Influencer is low double digits—not why we're successful, just amplifying success and reaching new audiences. We don't have a large sales team. We have a couple of sales folks just starting to ramp up enterprise efforts, so we don't have big enterprise demand gen costs."

"六个月前我们 30 个人,现在 100,明年底会再翻 4 倍。但 headcount 成本相对收入而言极小。付费营销我们花得少;influencer 营销在收入里只占 low double digits——它不是我们成功的原因,只是把已有成功放大、触达新人群。我们没有庞大的销售团队——只有几位销售刚开始爬企业版客户的曲线,所以企业级 demand gen 成本也很小。"

"If you're not doing a lot of paid marketing or sales—because we only work on hand-raisers right now—you don't have big costs, so you can spend it on product. When we give our product away to customers, we're not competing with other companies for that user, because they'll just use Lovable in their hackathon. We're not competing on AdWords or paid Google where everybody buys real estate for eyeballs. It's just a shift of where we spend."

"如果你不烧大量付费营销和销售——我们只接主动举手的客户——你的成本结构就轻,这部分钱可以反过来投到产品里。我们把产品送给用户的时候,我们不是在跟其他公司抢用户,因为对方反正在他的 hackathon 里用的就是 Lovable。我们也不在 Google AdWords 上抢 eyeballs——大家在那块抢一块土地。本质是支出结构的迁移。"

"It's actually a more efficient way to do paid marketing—the cost per eyeball is quite a bit lower compared to competing on Google. So yes and no—it doesn't deteriorate margin profile, we're just shifting where we spend it."

"换个角度看,这其实是更高效的付费营销——单 eyeball 成本比在 Google 抢便宜得多。所以yes and no——毛利没有崩,只是钱的去向变了。"

"Yes, supercharged. You're literally using your product to drive awareness by giving it away to the agents in your ecosystem that will do that distribution for you."

"对,supercharged。你字面意义上是在用自己的产品做认知扩散——你把它免费送给生态里那些会替你做分发的'代理人'。"

"I can't comment on specific margins for us. But the money we're raising on VCs is for future development and hardening our business—not because we couldn't survive without it."

"具体毛利数字我不能讲。但我们融 VC 钱是为了未来研发和把业务的肌肉练硬,不是因为离了这笔钱就活不下去。"

"PMF was always an evolving thing, but the rate of evolution used to be measured in years. The next PMF step-function change—often called second or third horizon—was sometimes 5, 10 years away. You'd spend years scaling the original PMF. It was the blitz growth stage—marketing, sales, growth—getting it to as many people as possible."

"PMF 一直在演化,但演化的速度过去是按年算的。下一个 PMF 阶跃——业内叫 second / third horizon——往往要 5 到 10 年。你会花好几年规模化最初那个 PMF——blitz growth 阶段:营销、销售、增长一起上,把产品打到尽可能多的人手里。"

"Once you reached saturation or the cost of marginal users became too high, you'd think 'okay, what else can I offer?' The main point is: it would take years to face that question. Now it's three months."

"等你触到饱和、或者拉一个边际用户的成本高到离谱了,你才开始问'我还能再提供什么?'。重点是:这件事过去要几年才会撞上你。现在是三个月。"

"Two reasons. One: in AI, what LLMs are capable of changes very rapidly with each new model release. Every three months or so, every LLM provider creates a step-function change in what's possible. When this new possibility opens, it creates a new ceiling for what you can build on top."

"两个原因。第一,AI 这边——LLM 的能力随着每一次新模型发布都会跳一档。差不多每三个月,每家 LLM 提供商都会做一个阶跃式的能力升级。底层一变,上面能造的天花板就跟着提一格。"

"The tricky piece: it's not enough to wait for the technology to get better and then start building. You have to build beforehand and bet on the LLM catching up. When that model releases, you need that functionality already available."

"麻烦的是——你不能等模型升级完再开干。你得提前押注,提前把功能造好,等 LLM 跟上来。因为新模型发布的那一刻,你必须已经把对应功能就位。"

"Two: consumer expectations have never changed this fast before. What we expected ChatGPT to do 8 months ago vs now is night and day. Deep thinking mode, how deeply it can go into answering. Consumer perception has never changed this fast. In a month, consumers say 'oh, it's not doing this yet? I'm bouncing.' Before, perceptions took years to shift; technology would catch up first."

"第二,用户期望从来没有变得这么快过。8 个月前我们对 ChatGPT 的预期跟现在比是天差地别——deep thinking mode、它能把一个问题想到多深。用户认知从来没这么快迭代过。一个月内,用户就会说'哎这个还没有?我换一家'。过去用户认知要好几年才漂移一次,经常是技术先跟上、用户后来才意识到。"

"We're in this really weird part where both product and market are shifting so rapidly that every three months I feel like we have to recapture our PMF. Not just recapture on the same technology and customers—both pieces of the equation change every three months. It's terrifying. It's also confusing because we're a $200 million company and we're not solely focused on marketing and sales—because we still have to recapture PMF."

"我们正卡在一个奇怪的位置——产品和市场两端都在变得太快,每三个月我都觉得我们得重夺一次 PMF。不是在同一个技术和同一批用户上重夺——两端同时变。挺吓人的。也挺让人困惑——我们已经是 200M 体量的公司,却还不能完全把精力放到营销和销售上,因为我们还在打 PMF 的仗。"

"You know that the team that finds your PMF is very different than the team that scales your company. Yet we have to find a team capable of doing both on an ongoing basis."

"做 PMF 的团队和把公司做大的团队,通常是两类人。但我们现在必须找到能同时持续做这两件事的人。"

"Every AI company is on this PMF treadmill. Hopefully the treadmill speed slows down. If not, we're gonna come up with crazy things. Every three months, we have to throttle our scaling efforts and reinvent, then scale again—but it's short blips of growth, not year-long commitments."

"每一家 AI 公司都在这台 PMF 跑步机上。希望它的速度会慢下来。如果不慢——那未来会出现一些更疯狂的东西。每三个月,我们都得把 scaling 节奏踩个刹车、重新发明一次、再加速 scale——它不是过去的'一年长跑',而是一段段短促爆发。"

"Ten years ago, if you asked me whether a $200 million company growing 10% month over month could be at risk of losing PMF in the next three months, I'd say 'you're crazy.' Now that's the reality we live in."

"十年前你要是问我:一家 200M ARR、月环比增长 10% 的公司,有没有可能在未来三个月内丢掉 PMF?——我会说'你疯了。'但现在这就是我们所处的现实。"

"Very stressful—but the prize at the end is massive. The ceiling of what's possible has been raised so massively that we haven't even gotten close to seeing it."

"压力极大——但终点的奖品也极大。'有可能做到什么'的天花板已经被抬到我们根本看不见的高度。"

"We still have core users—and those core users are mostly pioneers right now, excited by the capabilities. Then there's the latent majority, filled with adjacent users."

"我们当然还有 core users——但这批 core 现在大多是 pioneers(先锋用户),被 capability 本身吸引而来。再外面是latent majority(沉默大多数),里面藏着大量的 adjacent users。"

"The issue I'm actually worried about, as a category: we're constantly focusing on recapturing the pioneers. We don't have time to go after adjacent users. I'm worried there's gonna be a gap where we alienate the latent majority because we're so hyper-focused on staying top of capabilities on the pioneers."

"我对整个类目的隐忧是——我们的注意力全压在反复重夺先锋用户上,根本没空去拉 adjacent user。我担心会出现一个真空带——我们因为太执着于在先锋面前保持能力最前沿,反而把 latent majority 推远。"

"Without pioneers, the latent majority won't follow. But if you take pioneers too far into capabilities, will the latent majority never catch up? Maybe a fruitless concern—but at this stage, we should be working on adjacent users. OpenAI definitely started to, with so many people on their platform—but not most other AI companies."

"没有先锋,latent majority 也不会跟上。但如果先锋被你带到能力的最深处,latent majority 还能不能追得上来?也许这是杞人忧天——但理论上,这个阶段我们应该开始做 adjacent user 了。OpenAI 确实因为用户基数巨大而开始动手了,但其他 AI 公司大多没有。"

"You need to understand what environment is right for you. Please understand: AI companies are very hectic right now. Very unstable by definition of that PMF treadmill, the distribution to market is really changing, even how product is developed in the first place is shifting."

"先想清楚什么环境适合你。一定要明白——AI 公司现在非常乱。本质上不稳定:PMF 跑步机一直在转,分发到市场的方式在变,连产品开发的方式都在变。"

"If you're comfortable in that messy middle and converting chaos into clarity for yourself and those around you—then yeah, an AI company is a wonderful place to absorb new skill sets right now."

"如果你在'乱糟糟的中间地带'里待得住,而且能把混乱翻译成 clarity——给自己也给身边的人——那 AI 公司是当下吸收新能力的极好场所。"

"Before joining Lovable, when I kept seeing AI, I'm like, 'I'm so tired of seeing AI everywhere. Is it really changing the world? Is it really changing the way people work?' At Dropbox, we'd use AI here and there. I'd use ChatGPT. I've never used AI there the way I use AI at Lovable, and the things I'm capable of accomplishing at Lovable. I don't know if I would have made the leap so fast unless I joined."

"我加入 Lovable 之前,看到 AI 这两个字就烦——'到处都是 AI,真的有在改变世界吗?真的在改变工作方式吗?'我在 Dropbox 时偶尔用一下,自己也会用 ChatGPT。但我在 Dropbox 用 AI 的方式,跟我现在在 Lovable 用 AI 的方式、能做成的事情,完全不在一个量级。如果不是真的进了 Lovable,我可能不会跨这一步跨得这么快。"

"Reading or listening about it is just different compared to being surrounded by people where it's the expectation. It's not nice-to-have or someone asking you—this is just how you get things done. You have to think about everything: what can AI do here? Where do I add value? Versus the traditional sense, where I start with my own value and then augment with AI. The mindset has completely shifted."

"读文章、听播客都比不上你被一群把这事当成默认设置的人围着工作。它不是 nice-to-have、也不是有人来要求你——它就是把事情做出来的方式本身。你必须随时在想:这一步 AI 能做什么?我的价值在哪里?而不是按传统逻辑——从我自己的价值出发,再用 AI 来'增强'。整个心智模型彻底翻过来了。"

"I don't think AI is replacing everybody's job. Don't look at it as that cliché. I often call AI 'average intelligence'—it helps me get the platform up, and then I add my human thinking and creativity on top to get to the next level. At least I can get this base level done with AI really freaking quickly."

"我不认为 AI 会替代所有人的工作,不要被那个老套的说法带跑。我常把 AI 叫做'average intelligence'(中等智能)——它帮我把'地基'快速搭起来,然后我用人的思考和创造力把它推到下一个层级。但至少'地基'这一段它能用极快的速度替我搞定。"

"If you want to leapfrog on what it means to be an AI-native employee, go to an AI company. But if you know your superpower is in more structure, more definition, really high specialty—AI companies are fairly small, you'll generalize quite a bit and own areas you wouldn't usually own. Then you shouldn't join. AI companies will evolve to be more stable too. It's just a matter of time."

"如果你想跨阶段地搞懂'AI native 员工'到底什么样,那就去 AI 公司。但如果你的长板是在结构里、在清晰定义里、在高度专精里——AI 公司体量都不大,你必须做很多通才工作,要负责一堆原本不属于你的事。这种情况就不要勉强加入。AI 公司迟早会变稳定的,只是时间问题。"

"This can lead to burnout for the wrong type of personalities very quickly."

"如果性格不对路,这种环境会让你迅速 burnout。"

"I don't know if I'd go that far. I have family. I have two kids. I feel I have a very good work-life balance—but I put in boundaries. I know when I need time off. I know when my brain starts to overheat. I also know that work is my hobby and my passion. This is the best work of my life. There's no other place I'd rather be."

"我不会说得这么绝。我有家庭、两个孩子,我觉得我的 work-life balance 还挺好——但我会主动设边界。我知道自己什么时候需要休息,知道大脑开始过热的征兆。同时我也清楚——工作就是我的爱好、我的热情。这是我一辈子做过最好的工作,我也不想去别的地方。"

"You need to be more careful about setting your own boundaries. But honestly, I don't think anybody has work-life balance regardless of what company they work at. Even at Google or Microsoft. Everybody is freaking out and running as fast as they can. They're just running in different structures."

"你需要更谨慎地给自己定边界。说实话,我觉得没人真的拥有 work-life balance,不管在哪家公司。Google、Microsoft 也一样——所有人都在拼命狂奔,只是奔跑的结构不同。"

"You also need to be realistic about how much is expected, and feel confident you'll deliver. You won't deliver unless you use AI in many aspects of your work life. That's the piece that helps you actually hit those expectations and that velocity."

"同时你得对'公司期望你交付什么'有现实的判断,并对自己能交付有信心。而你交付的前提是——你必须在工作的很多环节都把 AI 用起来。这是把你顶到所需输出和速度的那块支点。"

"I'm very protective of my personal time with my kids. Why did I have children if I'm not going to spend time with them? Those are non-negotiables I bring along with me to every workplace."

"我对陪孩子的时间是死守的。我都生孩子了,不陪他们我图什么?这些是我每到一家公司都会随身带着的'底线'。"

"First, don't think of it as 'work-life balance.' There's no such thing as balance. Balance feels like 'I have enough time for everything.' I don't have enough time for anything. But I prioritize family in some moments and work in other moments—I don't try to balance the two. I go where I'm needed, and where I won't regret the choices I'm making today."

"第一,不要把它叫做 'work-life balance'。世界上没有 balance 这回事。balance 听起来像'每件事我都有足够的时间'——我哪件事的时间都不够。我做的是优先级——某些时刻把家庭放第一,某些时刻把工作放第一,从不尝试'平衡'。哪里需要我我就去哪里,前提是这个选择我未来不会后悔。"

"I constantly put myself in the future and ask: will I resent myself if I make this choice right now? If yes, I don't make that choice. Sometimes I have to say no to Anton: 'I can't make it. I won't be there. My kid is sick, I need to take him to the doctor.'"

"我会不停把自己投射到未来,问一句:'如果我现在做这个选择,我未来会不会怨自己?'会的话,就不做。有时候我得直接拒绝 Anton:'我去不了。我不到场。孩子生病了,我得带他去医生那。'"

"In-the-moment, even hour-by-hour decisions work better for me than trying to balance something completely unachievable. I prioritize sleep, health, workout, kids, family, husband, downtime. I'm most creative once I have separation from work, because then I come in with all cylinders firing. Taking time off is part of doing my best work."

"对我来说,'在每个当下、甚至每个小时'做决定,比试图平衡一个本来就无解的东西要管用得多。我把睡眠、健康、运动、孩子、家庭、伴侣、空闲时间都放到优先级里。我最有创造力的时候,是我跟工作彻底分开之后——再回来时所有引擎都在发动机室里齐鸣。休息本身就是我把工作做到最好的一部分。"

"We use Lovable at Lovable a lot. All of our internal tools are built on Lovable. We have our first hackathon on Lovable next week—the entire company takes a full day to vibe code and see what comes out."

"我们在 Lovable 内部大量地用 Lovable。所有内部工具都是在 Lovable 上搭的。下周是我们第一次内部 Lovable hackathon——全公司花一整天 vibe code,看看能产出什么。"

"We prototype everything on Lovable. Our specs—yeah, we still have written specs, but they're always accompanied by a Lovable prototype that everybody can interact with, click around, provide feedback. People also do edits if they have better ideas."

"所有原型都在 Lovable 上做。spec 还是会写文字版,但每份 spec 都附一个Lovable 原型——所有人都能点进去操作、给反馈,有更好想法的人甚至可以直接动手改。"

"I create mocks on Lovable. For example, when we need pricing page changes, I take a screenshot of our pricing page, go to Lovable, say 'recreate this page, make these changes,' and send that to my engineering team: 'this is what I want to happen.' Then they take it from there."

"我在 Lovable 上做 mock。比如要改 pricing 页面,我截一张当前页面的图,丢进 Lovable,说'重做这个页面,改成这样',然后把结果丢给工程团队:'我要的就是这个。'之后他们接手往下做。"

"I use ChatGPT a lot for brainstorming—especially the deep thinking mode. I love it. It takes a long time, but it's so worth it. Sometimes it has crazy ideas; sometimes it gives me nothing new but gets me thinking and looking at different angles."

"我大量用 ChatGPT 来 brainstorm,尤其是deep thinking mode。慢是慢,但太值了。有时候它给我一些很疯的点子,有时候没什么新东西,但能逼我从不同的角度再想一遍。"

"I use Granola a lot for AI summaries of meetings—very powerful. I use WhisperFlow a lot because I feel like I have no time to type anymore. I just talk to my phone and laptop all the time."

"我大量用 Granola 来做 AI 会议总结,非常强大。我大量用 WhisperFlow——我觉得自己已经没时间打字了,我就一直对手机、对笔记本说话。"

"We're thinking about all the customer support automations done through AI. Every single aspect of what we do, the question we ask is: 'what can AI do here first?' And then 'how can we add ourselves into the equation?'"

"我们也在想客服自动化怎么用 AI 做。每件事我们的第一个问题都是:'这一步 AI 能先做到什么?'然后才是'我们人在哪个环节加进去?'"

"Having unlimited credits at Lovable is a pretty awesome perk. I sometimes pinch myself: 'I get paid to vibe code.' It's so fun."

"在 Lovable 工作 credits 无限是一项相当不错的福利。我有时还会捏自己一下——'我居然是被付钱来 vibe code 的。'真的很爽。"

"For me, especially in product, growth, even marketing—when I have an idea in my head, it sounds so freaking cool. I put it on paper: 'oh, we need to do it.' Then I go and try to vibe-code it, and I'm like, 'ugh, I don't see the magic anymore. I can't envision it anymore.' Or sometimes I'm like, 'yeah, yeah—and there's more.'"

"我自己尤其在产品、增长、市场这一块——脑子里想出一个 idea,听起来超棒,落到纸上,'必须做!'。然后我跑去 vibe code 它,会发现:'啊,这玩意没我想的那么好,我都想象不出来它的样子了。'或者另一种情况:'对对对,而且还能再加一层。'"

"It has helped complete the ideation process for me. I actually go and build it, and that breaks down what's important and what's not. It creates a much better communication vehicle with my engineers because I can tell them exactly what's important and what's not."

"它帮我把'构思'这件事完整闭环了——我真的去把它建出来,过程中哪些是关键、哪些不是,自动被分出来。后续跟工程师沟通时,我能精准告诉他们什么重要、什么不重要——是一种更好的沟通载体。"

"We envision things much better than reality. Before, until it handed off to design, we'd never know. Designers would try to make it awesome for us. Now I often stop my ideas in tracks super early, instead of pushing them too far—through the design queue or even pitching to leadership. It calibrates me really quickly."

"我们脑子里想的总是比现实好得多。以前要等交到设计师手里才知道,设计师还会努力替我们把它做得更漂亮。现在我经常很早就把一个 idea 停下来——不再硬推进 design queue 或者拿去跟 leadership pitch。这件事让我的判断校准速度快了一大截。"

"There are conflicting data points about how women are keeping up with AI. A bunch of reports show a massive gap between women and men adopting AI—men are widening the gap of accessibility for technology. Whoever's adopting AI right now is getting paid the most, getting the most opportunities."

"关于女性是否跟上 AI 浪潮,数据是有冲突的。但有不少报告显示,女性和男性在 AI 采纳率上有非常大的差距——男性在拉开"技术可及性"的差距。在当下,谁更先采纳 AI,谁就拿到最多的薪酬和机会。"

"We're seeing insane acqui-hires—people getting paid more for their talent than for the companies they've created. A lot of it is fueled by this AI wave. Women are not really present there. If you can think of a $1 million acqui-hire in the news that is a woman—I can't think of one."

"我们看到的 acqui-hire(收购式入职)大到离谱——有些人因为个人能力被收的钱,比他们创办的公司被收的钱还多。这一切大多是 AI 浪潮在推动。但女性几乎不在场。你能想出最近哪一个百万级 acqui-hire 是女性吗?——我想不出。"

"AI company CEOs—mostly men. Company composition in AI companies—mostly men. This really came to a head when I came to Lovable: pink, purple brand, a heart, called Lovable. I assumed 50/50. Through third-party autofill data, it was 20% at most. 'What is happening? Not again. Why is this again not being adopted by women?'"

"AI 公司的 CEO 几乎都是男性,公司构成也大多是男性。我加入 Lovable 那一刻,这件事在我心里炸了——粉色、紫色、爱心 logo,公司就叫 Lovable,我想当然以为男女比例是 50/50。结果第三方 autofill 数据告诉我女性最多 20%。'到底发生什么了?为什么又一次,女性没在采纳?'"

"I don't want this to indicate that men are to blame. Men are doing a wonderful job spearheading the horizons, showing us what's possible, leading the charge. I'm just afraid that so many women are stuck in the latent majority that's not catching up."

"我不希望这变成'男性该被责怪'的叙事。男性在前沿做了大量的工作——是他们在开疆拓土、向我们展示什么是可能的、率先冲在前面。我担心的只是太多女性卡在 latent majority 里,没跟上来。"

"My worry is that it'll affect the hireable talent, set us back in workplace composition and diversity. Even when the barrier to building has been lowered—you don't need a computer science degree anymore—we're still seeing the gaping gap on adoption between genders. There's something very frustrating about that."

"我担心这件事会影响可招聘人才的池子,把职场构成和多样性又往回推。哪怕造软件的门槛已经被推低——不再需要计算机学位——男女之间的采纳鸿沟还是巨大。这让我非常沮丧。"

"Hopefully not. We're early enough that we can bridge the gap. Sometimes women just need space and the ability to discover it. That's what we're doing at Lovable with She Builds—a hackathon for women only. We give them unlimited access to Lovable for 48 hours. They come together as a community and build together."

"希望还没到那一步。我们还在足够早的位置上,能把这个 gap 拉回来。有时候女性需要的就是一个空间和发现它的机会。这就是我们在 Lovable 做的 She Builds——女性专属黑客松。我们给她们 48 小时无限 Lovable credits,她们以社群形式聚在一起、一起 build。"

"Beautiful things start to come out. Women in our hackathon built help for their elderly parents, kids, household, church group, kids' basketball team—hyperlocal, hyperrelevant, very needed in their lives. Things that were never going to be built before because software was so expensive—they were never going to be $100 million companies. But it doesn't need to be anymore."

"漂亮的东西开始冒出来。女性在我们 hackathon 里造的东西大多是帮她们的年迈父母、孩子、家务、教会小组、孩子的篮球队——超本地、超贴身,真的服务她们生活里的需求。这些东西过去根本不会被造出来,因为软件造价太高、永远成不了 100M 量级的公司。但现在,它们不需要做到 100M 也能存在。"

"I want to bring more women to build, to vibe-code more, so we can have more diversity in the software that's even created—because we all have a unique take on what problems we can solve. I want everybody's voices to be heard."

"我想把更多女性带进来 build、带进来 vibe code,让被'造出来的软件'本身就更多样化——每个人对'什么问题值得被解决'都有自己独特的视角。我想让每一种声音都被听到。"

"And we vibe-coded it on Lovable. It's their minimum lovable product. We run it constantly—next cohort starts December 15, but we're planning a massive one on International Women's Day."

"网站本身就是我们在 Lovable 上 vibe code 出来的——是它的minimum lovable product。我们持续地办——下一期 12 月 15 日开始,但我们正在筹备一个国际妇女节的超大规模活动。"

"Lots of glimmers of hope. We can all lean in and make sure nobody is left behind in this wave. Not to stop people who are marching ahead—just to open up opportunities for everybody around us."

"是的,希望并不少。我们都可以再往前一步,保证没人被这波浪潮甩下。不是要拦住前面狂奔的人——只是要给身边的人也敞开机会。"

"For AI companies when it comes to hiring—it's really interesting, the shift in the type of personas that end up being hired. Quite different compared to anywhere I've worked before."

"AI 公司招人这件事——值得多说几句。我观察到被招进来的 persona 类型发生了挺大的变化,跟我以前待过的地方都很不一样。"

"There's this narrative in the market that 'new grads have no jobs because all entry-level jobs are automated.' I actually think that's quite false. Because new grads—especially AI-native new grads—are valuable."

"市场上一直有个叙事:'应届生没工作了,因为入门岗位全被自动化了。'我觉得这个说法相当错。因为应届生——尤其是AI native 的应届生——非常有价值。"

"It's very important for young adults entering the workforce to really know AI. There's another big issue: our schools are not teaching AI—something else we need to fix as a category, otherwise we're literally setting up our young for complete failure."

"对刚要进入职场的年轻人来说,真正会用 AI 太重要了。但还有个大问题——学校根本没在教 AI。这是我们整个行业需要修的另一件事,否则我们等于是在主动把年轻人推向失败。"

"It's incredible to see new graduates come in and what they're capable of. We have multiple new graduates at Lovable. I learn so much from them. You need the right atmosphere where the old guard—like me—can look at the new guard, really hear them and see them, and change the way I operate based on how they do things."

"看新毕业的同事进来时能做出什么,真的让人惊讶。我们 Lovable 有不少应届生,我从他们身上学到的非常多。但前提是要有合适的空气——老一辈像我这种,得真听得到、看得见新一辈,愿意根据他们的做事方式重新校准自己。"

"Bring some fresh talent that doesn't understand any of the baggage we came from. They look at the future and what can unlock from a completely new lens. Like little fireballs, sometimes hard to contain—but they can start the best initiatives for you forward."

"招一批没有任何历史包袱的新血。他们看未来、看技术能解锁什么,用的是完全不一样的镜头。像一颗颗小火球,有时候不太好按住——但他们能把你最好的几条新业务点燃。"

"Then it's also interesting that there's really high demand for ex-founders—people who truly have a lot of agency and high autonomy. Instead of just hiring people who've been in the corporate world, failed startup founders are now hot demand for a lot of these AI companies."

"另一件有意思的事——市场对 ex-founder(前创业者)的需求非常旺。这群人真正具备 high agency 和 high autonomy。AI 公司现在不再像过去那样只挖大厂老兵——失败的创业者反而成了非常抢手的画像。"

"These personas we traditionally would not prioritize are now becoming the hottest commodity and the highest-going talent—which is fascinating, and is the wonderful thing changing how the culture inside operates."

"这两类我们传统招聘里不会优先考虑的画像,现在变成了最抢手、薪酬最高的 talent。这件事很有意思,也是公司文化在内部被改写的一部分。"

"You have to lead with that. Lead with the things you're capable of achieving knowing what you have with AI. A lot of people, especially in traditional tech or more traditional companies, are looking for somebody to show them—because it's really hard to figure it out on your own. They come in, see, and copy."

"你必须把它当成你的开场牌——拿出你借助 AI 能做到的事去敲门。在传统科技或更传统的公司里,大量管理者其实在等一个人来给他们做示范——因为靠自己摸出来太难。他们看到、然后照着学。"

"How to be useful to me: really pressure-test my thinking. So many things are changing right now—I'm honestly not even sure myself what's a pattern versus what's just a data point. I'd love to engage in as many conversations as possible and hear your opinions, because that will help us as an industry just understand what is actually happening and make more sense of this whole thing."

"想帮我一把的话:请压力测试我的判断。现在变化太快——说实话,我自己都分不清什么算是 pattern,什么只是孤立的 data point。我特别想跟大家多对谈、听不同的意见,这是整个行业理清楚'现在到底在发生什么'的方式。"