← Back to Writing

What Clawd-Bot Teaches Us About Shipping

Ship at inference speed or get outranked by someone who does.

Clawd-bot broke containment this past month. Enough of a nuisance that Anthropic’s lawyers finally sent the “ok knock it off” letter. But not before it overtook Claude Code in Google search rankings. The official product. Outranked by one guy’s side project.

This wasn’t an overnight success story though. More like a first-pass warning of the colossal scale a single dedicated engineer can reach when they lean into back-pressure in unexplored territory.

How do you ship 400 times a day?

By not reading your code, of course. Not bad, just different. You can’t review 400 PRs a day. You can feel when something’s off.

Peter built this thing by shipping constantly, being visibly delighted with the monster he created, and treating his users like adults. Meanwhile many of those users treated him like a Fortune 500 that owed them an SLA. (Treat your open source contributors nicely please.)

His PR review process? He told people not to submit code. Tell him what prompt you used to generate it. If he liked the prompt, he’d merge it. Or he’d regenerate it with a prompt he liked better.

What he didn’t do was hire anyone. No scrum. No quarterly meetings. No weekly reports. No PM. No investors. No product-market-fit deck. No plan to make money (but that’s not unique haha).

Haven’t we seen this before?

Solo dev does crazy thing isn’t new. Roller Coaster Tycoon was one guy writing assembly. Undertale. Stardew Valley. Balatro. We’ve celebrated these stories for decades.

But those were games. Isolated creative works where one vision could carry the whole thing. The difference now is this is happening in developer tooling. Infrastructure. The stuff companies pour millions into because it’s supposed to require teams. Coordination. Enterprise sales cycles.

Peter didn’t build a quirky indie hit. He built a competitor to Anthropic’s official product and outranked them on Google. With vibes-based code review.

The process stuff—scrum, quarterly planning, weekly reports—those exist to coordinate engineers with competing priorities. To give shareholders projections. You will not ship at inference speed if you don’t adapt these rituals.

Where does this leave everyone else?

At a disadvantage, frankly.

Startups have investors who care what happens to their millions. They expect return! Mid-sized companies have even more stakeholders. The “10x” engineer is no longer someone you can pay off with seven-figure packages in the Bay Area. They’re one six-month bender away from producing an ecosystem that will never see the light of day when fifty stakeholders are fighting over their bonuses trying to ensure their name is involved.

What do you do about it?

Don’t get in your own way.

Leaders need to embrace the chaos and stop being precious with code that was written six months ago. Rewriting it isn’t “throwing away work.” It’s rethinking a decision you made six months ago with six months more information.

The threshold for pivoting engineering decisions has become so low that we need to let people try things. Host more hackathons. Encourage sunsetting projects. Build dev routes that alleviate security burdens while empowering prototypes and experiments.

But mostly? Trust your engineers. Actually trust them. Not “trust but verify” trust. Not “you have autonomy within these seventeen guardrails” trust. The kind of trust where someone can mass merge AI-generated PRs because they understand the system well enough to know when something’s wrong.

Peter shipped 400 times a day because nobody was asking him to justify each commit to a review board. Your best engineers will get frustrated and leave if you don’t let them grow. And they are growing right now. Empower them or watch them become your competition.

The question isn’t whether single engineers can outcompete funded teams. They already did. The question is whether your organization can move fast enough to matter when they do it again.

And you won’t always get as lucky as Anthropic did. Peter named the thing with obvious trademark issues, which gave them legal leverage to force a rename. Killed his brand awareness overnight. I don’t even know what it’s called now. OpenClaw? I’m not even confident that’s right and I’m not going to google it, I’m writing. Next time someone might pick a name you can’t lawyer away.