The brief · 2026-10-31__rc1-paper-review · briefs/2026-10-31__rc1-paper-review/batch-01-pages-1-to-7.md

Batch 1: the whole book, and pages 1 to 7

The editor, in the conductor's session, 31 October 2026, shortly after midnight UTC. Kept as he gave it.

Okay, so I'm going to start giving you my feedback and comments on the RC1, right? which I done them on the plane. And actually, on these ones, I actually have the page numbers, so I'll give them in sequence. I think we already have a memo on this one. There is that whole thing of, I don't like the title, right? Because it needs to be focused on the book. We are missing the page numbers everywhere and the IDs. I think it also be good to include this section. Now that we have more space and more size and more fonts kind of thing, is I think we need to think about like the footer and what we put in the footer. Yeah, so the comment I hear is the font is too big and too much white space, right? So I think we now need to start experimenting with trying to use as much of the page as possible. See how much we can get away with getting as close to the, well, at least normal close to the borders. And also, I actually printed this in two-side page to give an idea, right? And I can read it okay, right? So I think we'll, yeah, let's now use the KDP size, the Crown Quattro size, and see how it works. Now, the thing about this, right, and it's going to be a theme you see, right, is on page 4, for example, the whole point here of this book, like I said, is that we have to hit with punchlines. In fact, if you read on the ZX founders, you know, I remember giving quite a lot of notes about, it's not about the logistics. In a way, the reader doesn't care about some of the changes and this happening and that happening and that change. So, for example, page 4 is a good example. Like, we start with logistics, right? Like, we start with, you know, this is, the reader doesn't care about that, right? You have to start with content, right? Because that's the book that we're creating. We're creating a different book here. We're creating a book that it's kind of like we have to hit with those punchlines. We have to show information, show visualizations, show content. The logistics stuff almost comes at the end when people maybe are more interested in how it actually works, right? So now, and again, I'm going to give you feedback on the pages, and then once you wrap it all together, then you can create the next version, right? So on page 6, you can actually name me, or when that section says the founder. No, you can say it's me, Dennis Cruz, and the conference, right? Yeah, so the record of that we have, you know, is a side effect of what we've done. See, one of the things I feel is very important here is the idea that we actually have an one of the things that we're doing here is that it's the scaffolding that we provided. It's the non-functional requirements. It's the fact that we spend a lot of time on making the team productive and effective that matters. So in a way, when we says we capture the record, no, the record exists because it's a side effect of how we work. And that's the key on the focus on determinism and provenance and the memory of how you work, right? That's the thing that is very important, right? In fact, I think we have an article that I already wrote about it. Give me a second. Yeah, so there's an article that's going to be published called The Augmented Book, which addresses quite a lot of this idea of the where we put and we will get information about this, right? So, cool. Yeah, again, on page 6, there's the concept box. Logistics doesn't matter. And then you have this anything added here after the day. Again, all this stuff is not relevant to the user, right? So if you think about it, the user doesn't fully care. And I think this is very important, right? Like, remember that the details, the finer details of what happened when and how, they matter in some examples, but what matters is what we achieved, right? What matters is the overall things that we actually to create. That's what really matters, and that's what's very important. Okay, page 7. We have to be careful with this breaks analogy, right? One of the things that's very important is that this presentation was actually not finished. I needed quite a lot of more work and reviews. In fact, one of the comments, I think I mentioned this in one of the memos, right? It felt like he moved too much from high level to detail, which I agree, right? So the breaks analogy is a good example of something that I wanted to expand a lot more, because it's not just about the breaks. It's about you know, technology that, for example, in cars allows you to go fast, and brakes is just one of them, but there's a lot of technology that works in place. Also, take into account that we trust brakes because we use them all the time, right? And they tend to be very reliable, and they also work in an incremental way from little to small and fast, but also we learn how to use them, right? So there's a lot more interesting things in there. And again, there's lots of logistic content in here that needs to be removed or pushed to the end of the page. So I'll start to give this in blocks. So I'm going to give them all now so you can start to process them. And then you can organize this for the multiple agents. So I have a whole bunch of comments here in pages that I'm going to give you now. So I'm going to continue, but you can start processing this in the background.