nickmyersdt

Although a bunch of really talented players will have a lot of fun playing together. Only when we monetize their talent do we start worrying about "progress".

Depends on how you define successful.

Purely based on my experience, I believe much of what is described cannot exist in large (100±) organisations. Fundamentally, large organisations need decision making structures, and become more "command and control" in order to make those structures work.

Smaller organisations can more quickly assess problems/opportunities and collaborate on responses in a more inclusive way.

Back to how you define success. Profit? Hypergrowth? Investment? Shares? Salary? Staff churn? Mental health? Satisfaction?

I run small (4-20) person development teams, as a project/delivery manager or senior manager, and I always prioritise mental health, well being and support for every team member. I always get feedback that team members would like every manager to do the same, and that they are happier on my team.

I do this because having come from a system/development background myself, I've seen the negative effects that bad management has. My own mental health, that of others, and losing colleagues to suicide (not just because of work, but work had been a factor) led me to take a protective and idealistic stance towards supporting development teams and project members.

The flip side of taking this approach is the very difficult conversations and stress I have to deal with in dealing with clients, project sponsors or CxOs. That's my choice. Many of the roles that commission software development teams have no idea how to work with or manage them.

If that's what you're doing then you're not using that opportunity correctly. It's a very quick coordination between members of a team to align among one another, share important information (including managing expectations) and ask for help. It's for members of the team, and if the team don't feel it's adding value, raise it in the retrospective and decide whether to iterate or kill it. If you're using it well it cuts out other waste/interrupts.

I absolutely agree. Whilst other roles play a part in accessibility the lion's share of responsibility absolutely sits with the front end developer.

Digital Theatre+ | Front-end developer | Remote with offices in London & Manchester, UK | Full-time | £45-55k |

We help over 4 million teachers and students by providing the best tools to do their jobs, including live captured Theatre productions, interviews and written materials, delivered by the Digital Theatre+ platform to classroom and remote learners.

I'm looking for a front-end developer, who cares about all the little details of accessibility, performance and usability that make websites joyful to use, to join our 4 person development team who are responsible for the development and operation of the Digital Theatre+ platform.

We're trying to find someone who is passionate about:

* Delivering excellent accessibility and having a detailed comprehension of WCAG standards * HTML and aria attributes * CSS and SCSS or another CSS pre-processor (e.g. SASS, LESS, PostCSS) * Component-based development * Designing and developing micro-interactions * Writing modern JavaScript * Using Git with a repository hosting service such as GitHub or GitLab

It would be nice to have but not essential:

* At least 1 years’ experience in a web development role * Knowledge and experience of developing with TypeScript * Familiarity with Storybook to create an interactive component library

Our hiring process is:

* 30 minute phone call with myself and another member of the team to double check we've understood each other * A few hours spent pairing with team members on real work (just like a day in the [remote] office) * 3 month probation to make sure it's a good match * No code tests or other hoops to jump through

Drop me a message on HN, or email hiring@digitaltheatreplus.com, with CV or LinkedIn or Github if you're interested in having a chat.

I use/like Inoreader (Android)

Ask yourself what you want the CTO to help your business achieve and over what time period. CTOs differ heavily based on what the business actually needs at its stage of growth. Do you need someone with hands on, deep specialist knowledge, or someone with broad generalist knowledge, or someone who is very well connected. Don't look for unicorns, look for someone with either proven experience in doing what you need, or get a recommendation from someone you trust.

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