67 karma · joined November 30, 2022
There's a lot of trash in the crypto world but also some valid projects.
If the command gives a rip about its reputation then these things will be addressed first. Everything from swabbing and sweeping decks, high dusting, polishing fittings, etc. It will look immaculate. Only on deployment do these appearance priorities start to drop due to operational concerns or tempo.
But the surface Navy is not a good community and is filled with self-interested officers that are more concerned about progressing their careers than training their people or maintaining their gear. It's why the collisions happened and it's why people died because of those.
The Navy has a huge culture problem in the surface community and until someone with the authority to address it decides to, things won't get better.
It's a big factor that led me to leave the Navy and go onto other things.
I'd constantly be trying to do something a different way that I could prove was more effective and be told not to do it.
Anyways that's my two cents on the topic.
However, when a company grows rapidly due to high interest in their product, the quickest way to manage that growth is typically going to be manpower.
There are indeed better solutions, but manpower works in a lot of industries, particularly those that grow their volume quickly.
I think the surging popularity of crypto prior to our current downturn sparked some rapid growth and the need for more workers.
On the technical side you really want to build your infrastructure so that it can scale up quickly, but on the customer facing side that's not always possible and thus you might need more personnel to man the chats and phones.
It's sometimes easy to look at a problem from an external view and go wow why do they do it that way, but in my own experience there are unseen internal reasons or obstacles for why a company is not doing it in a seemingly obvious better way.