Working on computer chips driven by a childhood passion and donating the majority of my income. Recently transitioned to work on Compute Governance full-time.
Was seeking a community of people trying to optimize their impact and made the above decisions after engaging with EA core ideas.
I think location constraints (either visa or personal) should be an important factor for career choice. 80k recommends moving to a hub in general, but I think the importance varies across career paths. As a starting point, Iād try to factor such constraints into my exploration priority list. I.e., if Iām roughly equally excited about two paths overall and one fits my location constraints much better, then explore that path first.
I would definitely advise against doing a medical degree, just to then become an engineer in the US. I think itās not realistic to keep your motivation level sufficiently high.
However, it seems itās difficult to make impact to reducing AI risks outside of the USA/āUK. All of the frontier AI companies and EA organzations(like CLR, MIRI) are mostly in the USA(or the UK), and itās hard to get a remote job opportunity.
Frontier companies are highly competitive; they can afford not to bother with remote working. For EA/āAIS, I think most entry roles are similarly highly competitive, and for some roles, itās simply mandatory to be close to Tech/āPolicy hubs. But there are also some remote-first organizations, mostly ones that require scarce experienced profiles.
I think itās important to distinguish between the following two theories of change categories:
Doing important work that not enough people want to do
Doing important work differently from how others would do it
For #1, if the nature of the work itself does not require in-person presence, and there are no remote options, then maybe the current supply/ādemand gap is not as big as you originally thought, so the expected counterfactual impact might also be much lower. For #2, there is no such gap by definition, and filtering applicants for in-person presence is very likely.
Maybe we need to flip this around. Instead of tracking how much funding was allocated to a certain cause area, we should be tracking the expected marginal opportunity in each and comparing those. I.e., what was the expected result of a marginal $1M donated to each cause area on average in, say, a given year?
This does not incentivize for making the allocations secret since the decisions are made based on the current state of the āmarketā irrespective of any previous allocations.
Going back to the 100 fund managers example, I think Iād much prefer them to individually recognize that people preferring the alternative allocation are just as competent in the decision as they are (in an ideal case), and as a result, apply the uncertainty to their own preference (making it 75-25 instead of 100-0/ā50-50) rather than relying on an external mechanism.
I also recommend engaging with RPās new cross-cause work here. Curious to hear takes.
Maybe worth trying the same approach used for this other book (Iāve not tested it myself yet) until an official version is available:
https://āāforum.effectivealtruism.org/āāposts/āāD87rkNkNCtHC3X6Ee/āānew-book-compassionate-purpose-personal-inspiration-for-a
I think Patient philanthropy and Career capital are valid reasons (not sure about backfire risks).
Iād also highlight that the claim āfunding is not the main bottleneckā does not imply that more funding is useless.
And importantly, I think another key part of the 80k advice is to find something you are really good at. So I think the career path priority list should be treated as a starting point that you should first adjust to your own strengths and interests, and then explore through experiments. Start with cheap tests and donāt dismiss a great opportunity that is a few items below in the priority list.
If you are considering being a dentist (over alternative EtG paths), then you may already have signals that suggest youād do well as a dentist. If thatās the case, then I think you should also consider Biorisk as a career path. (Starting with reading about it /ā talking to people who think itās an important problem, if you have not done this already).
I think itās fair to say that entry into AI/āML is difficult. I just checked recently if 80k themselves acknowledge this, and they do!
Cons
Due to a shortage of managers, itās difficult to get jobs and might take you some time to build the required career capital and expertise
...
Any recommendation to the juniors on where/āhow to gain career capital with more capacity?
Also adding Rethink Prioritiesā pilot of personalized donation advice (signup form here) that I found in their 2025 Results, 2026 Plans and Funding Needs document (shared also on their website and in an EA forum post).
Iāve had a call with them this week, and they are working on establishing support for cause-neutral individual donors. Iād recommend reaching out to them if you are interested.
Adding OpenPhil (now Coefficieng Giving) new donor advising (from $250k/āyr):
I forwarded the post to Nina from HIP. But Iād recommend you also reach out to them directly: https://āāwww.highimpactprofessionals.org/āācontact-us
Donāt have specific ideas in mind but thereās definitly decent overlap. I think having a call about what they see as gaps and how HIE could fill these would be very valuable.
Great to see someone talking about this!
Would be very interested to see something tackling the same topic on AI Safety.
Please link if already exists.
Great to see this being picked up! Two questions from me:
Have you considered collaborating with High-Impact Professionals?
Why the community space being gibhub instead of slack (which seems to be more widely used in EA)?
Iād love to see more of the community encouraging people to allocate dedicated time to community/āpeer support. (Would be awsome to see some research on how this may impact the productivity of a team)
But also, arenāt the EA communities underorganized in general on peer support? Yes, people should be proactive in finding mentors, mentees and peers. But I think the efficiency would also benefit from processes:
Hiring processes to find promising mentees
Matchmaking processes to find mentors who can help you best
Curated peer groups (of those who participate in the two above). This could help form a community of people who are orherwise scattered across different universities or companies (vs. class mates or collegues in a company naturally spending time together)
Iām seeing peer group organizing going on locally, but honestly, to me, it seems to mostly focus on the inclusion factor (which is also important) and leaves the efficient peer support part unaddressed.
Have you considered shaping supply/ādemand balance with career choices? Sometimes dynamics might be such that getting a marginal additional role filled in a field (just by market forces) would require a large amount of money to be spent (i.e. you need to increase the salaries of everyone in the field). Whereas you can simply increase the supply and get the role filled at current market rates.
Could you elaborate more on the 10-20% slack? What counts as slack and what benefit you expect?
But keep applying, and keep pushing forward!
Is it also a good use of the 5000 aplicantās time? Could there be clear bars someone should meet to have non-negligible chance? Shouldnāt many focus on upskilling outside the bubble instead?
sent a DM!
Hi Steve,
My background is in computer chip component (IP) design and verification, so it is likely not particularly useful for physical projects.
But have you come across: https://āātampersec.com/āā#get-in-touch ?
Adding the new service of Longview here: https://āāforum.effectivealtruism.org/āāposts/āāWRGBW8DMNhRGWA9xB/āālongview-is-now-offering-ai-grant-recommendations-to-donors-1
Iād push back on this. Maybe the career choice (decision to do the job at the given market rate instead of doing something else) of N employees on the market allows achieving the current total production at $2X total cost instead of, say $3X, if it was fully up to the market. (The decisions shifting the supply curve upwards so the market can buy more production at a given price)
In that case, the total funding required is $X less, so on average $X/āN for each impact focused employee. For comparison, if the market consists of, say, another N impact agnostic employees (2N employees total), then the individual market rate salary was also $X/āN. (Average funding need reduction comparable to the market salary.)
Now, the above numbers are obviously arbitrary, but I think this illustrates the effect that I (we?) hope to have from direct work.