I think your statement may be a bit broad here.

Let’s say upper management considers they need both feature A and B to win the market by end of quarter. But suddenly your team is half the number of people it used to be. You’re not realistically going to achieve more than you used to just through sheer elasticity. So either A or B will get done and it becomes a matter of prioritization.

Smaller companies and shops are nimble because they don’t have the burden of the past, red tape and standards that exist at scale. For engineering orgs the size of Snap’s things take longer and having more people very often does solve the velocity problem.