Operator is pretty low-key, but once Agent starts getting popular, more sites will block it. They'll need to allow a proxy configuration or something like that.
Hume figured this out quite a while ago and Kant had an interesting response to it. Think the lack of “necessity” is a problem? Try to find “time” or “space” in the data.
Data by itself is useless. It’s interesting to see peoples’ reaction to this.
This is exactly the kind of epistemic lens-polishing that keeps me reloading HN.
So let’s talk about angles. Since January the Dutch tax office has been fining companies for blurring payroll and freelance status under Wet DBA, which makes your manager twice as jumpy about letting an employee invoice on the side. Fine—don’t fight the hedgehog head‑on. Two work‑arounds turn that absurdity into leverage.
First, the low‑friction hack. Find a trusted friend or cousin—ideally in a friendlier tax jurisdiction or a lower bracket—who fronts the freelance contract while you quietly deliver the work. Your firm still gets the only AI engineer who already knows the codebase, HR gets a clean vendor file, and you earn something far closer to the market rate without triggering an audit. It feels like sleight of hand, but it’s legal and, frankly, no shadier than paying a staffing agency to skim thirty percent for forwarding e‑mails.
Second, the bigger‑canvas fix. Recruit a handful of HN types stuck in the same trap and build a tiny marketplace—call it the YC play if you want venture upside or the Vim play if you’d rather tithe a slice to open‑source. Members post internal gigs they’re barred from taking; peers at other firms take the work at the full €150. Next month the favour reverses. Ten or fifteen percent goes to keep the lights on—or to kids in Uganda, your call—and suddenly the premium everyone was happy to pay a middleman flows to the people doing the work. Bureaucracy can’t object: every invoice still bears the magic words “external vendor,” and the talent free‑market gets a blood supply.
Both routes shift incentives instead of pleading with logic, and that’s the only language the system understands. Arguments rarely move a corporate wall. Action reroutes the plumbing so the money follows you anyway.
End of argument.
Imagine: the co-founder of Vimeo, a person presumably equipped with resources, connections, and media savvy, finds himself reduced to helplessly installing a CCTV camera to document crashes instead of preventing them. He’s left sending annual appeals to bureaucratic email addresses that no longer exist.
It might sound absurd, but in a scenario like this, you're genuinely better off with mafia management. At least the mafia would deliver your speed bump within 48 hours (fees negotiable), no paperwork required.
Jokes aside, the deeper problem here is that bureaucracy isn't just slow—it's optimized toward risk-aversion and self-preservation rather than actual outcomes. This inversion of incentives creates paralysis masquerading as accountability. Bureaucrats face career-ending risk from mistakenly installing a bump, but zero consequences from doing nothing.
If governance becomes indistinguishable from satire, don't be surprised when people start seriously discussing alternative power structures—even troubling ones—just because they get things done. Bureaucratic dysfunction at this extreme level isn't merely inefficient; it's a symptom of systemic rot.