467 karma · joined April 30, 2014
Come and help us make commerce better for everyone.
We're expanding into EMEA and I'm hiring out the team here. I'd love to work with you.
We're fully remote (https://www.shopify.com/careers/work-anywhere) and have a fantastic engineering culture (https://shopify.engineering/)
EMEA engineering roles I'm hiring for: https://bit.ly/3l0Sfut
If you'd like to talk to me directly, then you can email me at james dot stanier @shopify.com, ping me on Twitter @jstanier, or find me on LinkedIn: https://www.linkedin.com/in/jstanier/
* Edit: That doesn't mean you shouldn't! :-) However, you might get more readership - if that's what you're interested in - by writing pretty much anywhere, and just sharing it with the right communities.
I answered a whole bunch of questions over on a Show HN a while back if you're interested: https://news.ycombinator.com/item?id=22033129
I'm happy to answer any specific questions around this. My email's in my profile, or you can reach me on Twitter (@jstanier).
There's a lot of interesting discussion on that thread that might be useful to you as well.
The publisher is in charge of choosing the excerpts, but I'll feed that back to them.
The target audience for the newsletter was decided as "the busy exec". Not too much text, lots of gifs of functionality that we've built, etc.
There's some separate newsletters we do as well - there's a fortnightly "what's going on in the backend" one, curated by our infrastructure teams that's aimed at engineers.
Currently the general case newsletter goes to Engineering, Product, Product Design, and the exec group. We don't think it's quite good enough for the staff@ mailing list yet, but maybe we're just being over-cautious. It's really hard to get the balance right.
Personally, I got promoted from within at the beginning of my management journey. Have you been applying to external companies? I wonder if others on here have more experiences in that area that they'd like to share.
As an example of something I personally struggle with: what's the best way to have the rest of the company know what all of our teams are working on without A) going into too much detail B) being obtuse C) opening ourselves up for miscommunication to customers or deadline promises D) giving ourselves room to fail, because not everything will work out.
The current iteration is a fortnightly newsletter that I curate between product and the engineering managers in the department and it gets sent around, but making everyone happy with it is /so/ hard.