ironchef

My bits were on MacOS, Linux, Win, iOS, and required usage w/o internet (so I could work on airplanes, etc.).. so _something_ was always missing (between those + encrypted + searching).

Thanks. That was next on my list :)

I do the same-ish thing. Main highlights on mine: 1) I start off the day with things I should be working on (samesies) 2) I use ### to demarcate different "working sessions" ... one for each meeting, etc. 3) I struggle with finding something that lets me: encrypt, search, big notes, and use multi platform easily :( Closest I've found was google keep so far .. but i hate relying on it like that. I'm pretty sure "something" plus encrypted sqlite will work once i find it. 4) I name it Today.YYYYMMDD ... I'm trying to get into the habit of retroing once a month, creating a Month.YYYYMMDD to try to be more reflective and understand high level impact I had and systemic issues I'm running into.

The number of times this has saved me time figuring out "Oh .. i saw that error before .. how did I fix it?" and "who did i talk to about X and what did they say" months to years later has proven to be super helpful and I will be continuing indefinitely.

You need to find an employer who is hiring based on potential or potential + a track record in a different area. I wouldn't hire an ML practitioner with no practical experience. I would hire someone who's produced in other areas and is looking to make the move to a junior ML practitioner (or who has domain expertise in our corner of the world).. It's like the rest of engineering... just because you've taken a course in Python doesn't make you a software engineer or proficient in it. Now show me that you've done things in other languages and we can start talking. Like, courses in ML don't _really_ teach you about things like:

* reproducing model training * deployment of experiments in a CI/CD pipeline * observability of models * discoverability and governance of results * versioning of data / models * optimizing for latency vs throughput * when to use batch vs real time etc

Just like a course in a computer language wouldn't necessarily teach you about CI/CD, horizontal vs vertical scaling, or domain-specific bits.

If you haven’t tried trikafta talk to your doctor. Buddy of mine does lots of CF work and he said the efficacy of it is like nothing he’s ever seen.

There's a few like: * superset - by maxime (of airflow, etc....) ..word on the street is some big changes are going on with this * dash by plotly

Friend of a friend owns mobsteel. It's not manufacturing in the sense of "big production lines" ... but more crafting new cars out of old ones. You'll see lots of Adam's cars right at home on the woodward dream cruise.

While the article focuses on the Central, I wish there was a bit of something on the failure that is the people mover.

That being said I wish Ford and Gilbert and everyone trying to revitalize things the best of luck. It's an uphill battle which requires fixing the educational system and essentially the community.

"with the license you get 10" Questioner didn't stipulate the license they were on. The SF folks I deal with have enterprise licenses (200 custom objects) because SF supports a core part of the enterprise (the revenue side of things). With that there's a certain set of norms that happen and my suggestion is a simple approach to the problem.

"Pay appropriately and do it the right way"

If you're looking for the cheapest solution or the "just getting by" solution don't use Salesforce or you'll get some nasty surprises.

Yeah .. only real downsides are above: * You have a certain number of Custom Objects you can use which cost $X * There's a maximum total you can have (not to be exceeded) * It's another thing to watch / maintain / document * The land of custom objects and fields can get polluted so .. hopefully you have decent governance in place.

Easy enough ... set a related list on the SObject.

So ... if a contact should have N Addresses... create an SObject called "ContactAddress" .. and have a relatedlist from contact to N ContactAddress.

It would probably not surprise you the number of vets we have working for us (or that "extreme ownership" is on the required reading list when you join)

I hadn't heard of that book before. Thank you.

In general we hire folks who've already been peak career (think like MS premier field engineers for 15+ years), give them an amorphous organization to work with, and treat them like adults. People lift each other up and successes are celebrated. It's not really a place where folks want to be "senior executive vice president" type title BS. Comp is based on a cut of revenue which encourages teamwork like nothing else (every customer's problem affects you).

It's unique .. and not for most people probably.

Couple bits (good overall): "1) Design the reports you want. Pay special attention to interactive elements like filters and drilldowns. List all dimensions and metrics you need. Think about privacy." I think what you're getting at here is figure out what information you want to get and then work backwards to figure out if you have the data. A couple minor changes I'd make: A) don't just figure out a a report, figure out what actions you'd want to see. If something gets above or below a threshold, who should be doing what? (Reports for the sake of reports is generally bad) B) Are you trying to build things that will push for operational, tactical, or strategic change? The manifestations of those are often very different. Operational bits are often dashboards / KPIs, whereas with strategic changes we often would want to present something more akin to a story. C) Privacy - Think of GDPR / PII _now_. Look at each metric / dimension and understand the data classification of it.

2 and 3 are tied to each other. You could have visualizatoin drive storage or visa versa. Just understand the tradeoffs.

I'd suggest for who's done it before / talks, etc. there are a ton out there. There's those chats from the FAANGs and various groups in the valley (Lyft, etc.). Tons of blog posts there. Vendors have (largely predisposed towards them) builds. Finally the talks/slides at datacouncil and strata often contain lots of more .. "pointed" information. The high level bible that lots of folks would say look at is Kleppmann's "Designing Data-Intensive Applications: The Big Ideas Behind Reliable, Scalable, and Maintainable Systems".

Our teams at Tanium do something similar. There’s no pay bump to lead the group... and we have a number of folks who’ve led the a team and then went back to IC. It’s worked quite well overall; however, is a difficult position (sometimes leading north of forty folks)

They did not. We use it with snowflake and it's just fine right now. What they did do was put most of their roadmap on hold while they figure out what future direction looks like.

Essentially periscope passes the results of a query back. In python you get it in a pandas dataframe. In R you also get it back as a dataframe. This lets you kinda manipulate how you want... so if you’d rather display using dash or seaborn for example you can (periscope doesn’t have a sankey out of the box so this lets you get around that for example)

If you read what it sends they’re sending function names / kwargs / module names etc Put an IP in there (for example) or a persons name etc and you have potential GDPRviolation.

One slight alternative which I've had in the past was instead of debt pay down every sprint, it was every N sprints, we'd have a pay down sprint.

There’s 4 or 5 areas with gigabit actually from smallest ISPs like packerland / CCI. They’re in some of the more populated areas of course.

I _think_ you mean most cases preference stack is _at least_ total capital raised... and therein lies the rub... if you have some latecomers coming in at 1.5 or 2x that drastically affects payouts.

Yup. If I can't then I'm treating the equity as $0 as I don't have a realistic view of what's happening.

Which _can_ be ok... if salary plus bonuses are high enough... then you're not betting on your horse to come in anyways, you're betting on putting your nose down and getting things done.

Charles Yu wrote a really great article about it here: https://medium.com/@CharlesYu/the-ultimate-guide-to-liquidat...

This is why a lot of folks from Good Technology got screwed. Valued at 1.1 billion .. sold for 425 million. Preference stack was skewed to investors + mgmt.

Good call. I was going to suggest they should be able to see: * preference stack * strike price * last valuation with board/investors

If you can't get those, then unless the equity is just butter to you, walk .. as you don't really know what the comp looks like.

Ska's spot on here. We're not paying high end CA wages to _everyone_; however, our remote employees are making _much_ higher than the norms in most of their areas. We require a lot of breadth/depth for the main remote position. If you were to look at glassdoor, comparably, or paysa .. they would suggest this position for our company pays on average of 145 to 150k salary (w/o bonus / RSUs .. which would significantly raise that num obvi).

At most places the "talent is your #1 resource" is bullshit. Ours is not and is a key to us being profitable (it's actually rolled into our comp model).

I’ve been working “distributed” (per the article) for about 17 years. My range of tasks has been across the board (engineering, support, presales, ops, etc). I’ve had quite a bit of career advancement (although I don’t really care about titles).... and I get payed CA salary while not living in CA.

Just wanted to post so folks understand there is a range of opportunities out there... you just need to find them...

Gantt charts typically have resource assignments and time estimates. Dependency graphs just say Bravo requires Alpha to be completed first (for example).

I get my honeycrisps from an orchard in michigan. They're definitely there.

They didn't say "running it" ... just building it ...

A slightly different wording is it comes to using the tech... which is either through services or through adoption / operationalization (which... with complexity... is very difficult)