Categories
Bread California San Francisco/California

Larraburu

There were three sourdough breads in San Francisco and they were not the same thing. Boudin was at Fisherman’s Wharf, which told you everything. Parisian was on the better grocery shelves and at the airport, which told you the rest. Larraburu was in the neighborhood, which is to say it was not selling anything except bread.

I was living in Daly City when I found them. I was seventeen, or eighteen, which is the age when you begin to understand that the thing everyone points to is rarely the thing worth finding. I had eaten Boudin at the wharf, standing in the fog with everyone else who had just arrived somewhere. It was fine. It was what people meant when they said sourdough. Parisian was more serious, or wanted to be — the bread you bought at the airport to prove you’d really been here, to carry the city home in a bag. But there was something in both of them that felt like a performance, and I was at the age when performance was exactly what I was trying to see through.

Larraburu didn’t perform. The crust was softer than it had any right to be. The sour was there but it didn’t insist on itself. You tasted wheat and time and something faintly cool and creamy underneath. It was bread that assumed you already knew what you were doing.

They closed in 1976. Parisian lasted until 2007. Boudin is still on the wharf.

I have thought about this more than is strictly reasonable. What I keep coming back to is not the taste exactly, though the taste is there when I reach for it. What I keep coming back to is the distinction itself — the fact that I made it, that it mattered to me, that I was nineteen years old in Berkeley and buying bread from a neighborhood bakery in San Francisco because I had decided it was the real thing. You make these small declarations about who you are. Most of them dissolve. Some of them stay.

The two brothers who started Larraburu came from the Basque country in 1896 and brought their starter with them. By the time I was eating their bread the starter was already older than the state of California. They fed it three times a day, every day, for eighty years. That kind of commitment doesn’t announce itself. It just shows up in the bread.

In 1969 scientists from the United States Department of Agriculture began studying sourdough cultures from five San Francisco bakeries. They were trying to understand what made the bread taste the way it did, why you could not replicate it elsewhere, why bakers who moved away and took their starters with them found the flavor slowly changing, the sourness shifting, something essential escaping. They worked for years before a team at Oregon State University finally isolated what they were looking for — a previously unknown bacterium living inside the wild yeast, producing the lactic acid that gave the bread its character. They named it Lactobacillus sanfranciscensis. One of the five bakeries in the study was Larraburu.

The starter the brothers brought from the Basque country in 1896 was not simply old. It was a living record of every bakery it had passed through, every hand that had fed it, every climate it had survived. A sourdough starter is not a recipe. It is a culture in the biological sense — a community of organisms with a history, shaped by everything that has ever happened to it. You can write down the formula. You cannot write down what the starter knows.

Larraburu baked twenty-four hours a day. The sponge was rebuilt every eight hours, three times daily, without interruption. Two parts previous sponge, two parts high-gluten flour, one part water. Hold seven to eight hours. Rebuild. The rhythm was closer to farming than to cooking — less a process than a relationship, sustained across decades, across generations, across an ocean.

What I know now that I didn’t know then is that the starter survived the bakery. Someone saved a piece of it when they closed. It traveled to Hawaii, sat in a refrigerator on Maui, kept being fed. A culture that old doesn’t care about bankruptcy or lawsuits or whether the ovens are still running. It just wants flour and water and time.

I find something in that. Not consolation exactly. More like confirmation of something I already believed at seventeen, standing in the fog, learning to tell the difference.

Categories
AI Stanford

The Unit of Production Just Collapsed

The lecture was a Stanford CS session, AI-native companies, Garry Tan walking through what it now takes to build something. He’d rebuilt his old startup, Posterous, in five days on a modest Claude plan. A thing that once required a team and a runway. He said it matter-of-factly, the way you describe something that’s already obvious to you and hasn’t yet reached everyone else.

The argument Tan and his colleague Diana Hu were making wasn’t really about AI. It was about the economics of effort — specifically, what breaks when the cost of turning an idea into a working thing falls by an order of magnitude.

Their framing: AI-native organizations running as closed-loop systems, agents with access to the real artifacts of work, able to iterate without the error-accumulation that comes from handoffs and headcount. Revenue-per-employee ratios of a million dollars or more, with live examples already in the YC portfolio. Document processing, logistics, voice agents for specialized workflows.

What I kept hearing underneath all of it was a quieter claim: the mental model of what a startup requires is wrong.

Or rather, it’s right about the past and increasingly wrong about the present.

The assumptions embedded in “I can’t do this alone” or “we’d need to hire for that” or “we don’t have the bandwidth” — those are load-bearing assumptions, and the load is shifting.

I have some small version of this — not as a founder, but as someone who retired into curiosity. The blog, the reading, the daily effort to keep up with what’s moving: each one is a practice in staying oriented while the map keeps changing.

What I notice is that the constraint has shifted. It’s not information anymore. It’s not even tools. It’s the capacity to ask better questions of the abundance, to know what matters when everything is accelerating.

That’s the thing I find unsettling, yet also genuinely interesting: the skills that remain irreplaceable are the hardest ones to teach, and the hardest to evaluate in yourself. Knowing what matters. Recognizing when an output is almost right and almost wrong. Setting direction in ambiguous conditions and being willing to be wrong about it. These were always the valuable things. They were just obscured by all the coordination overhead that surrounded them.

The students in that Stanford course were asked to build something called a One-Person Frontier Lab — use the best available tools to extend your own reach over ten weeks. It’s framed as an academic exercise. It doesn’t feel like one.

But I’m not building. I’m mostly watching, and thinking about what this radical new fermentation does to everything downstream — to labor markets, to what a company even is, to how we’ll organize work and meaning when the old unit of production no longer applies. Those are slower questions. But they’re the ones that feel urgent to me.

The old excuses are getting lighter. Not that everything is possible — but that the weight of the usual constraints has changed.

What you choose to build, and whether you choose to build it at all, is more purely a decision than it used to be. That’s either clarifying or terrifying, depending on the day and my mood.