tschellenbach

One of our AI enabled internal projects is moving ~135 faster than before. Of course you can't perfectly compare. New framework, better insights, updated libraries etc.

wrote a guide on how to use cursor for large codebases here: https://getstream.io/blog/cursor-ai-large-projects/ working well over here

cool to see more AI tools address this

not a big fan of fivetran's pricing

When I watch Messi play I think his technique is sloppy to be honest.

My bad, 71% to be exact: https://x.com/jasonlk/status/1913286165408735255?t=IC_fuRNG9...

Your CEO is correct that ~80% of VC funding is currently focused on AI. So you have only 2 options basically. You either don't raise VC funding (which means hitting break even, rule of 40% performance). Or, you go all in on AI

If it's not an AI story for your business you need exceptional metrics. Like growing from 8M to 24M in a year for a C round.

it's an aggressive preemptive round, so i'd guess 2b/50 = 40M of revenue. Probably low margins since the free tier/ hosting postgres nature of the business.

Adherence to tribal views is how you end up with the space shuttle Columbia crash.

Funny how everything goes through a cycle of it's amazing, it's terrible, it's boring

Doesn't always help. Price hikes on CockroachDB for instance have been crazy.

Wrote a guide for using Cursor for large/real projects. Crazy times, to see just how much faster you can build with AI

Keep in mind that many companies don't do non-coding engineering leaders anymore. So from a career perspective, if you take a role that's non-coding, you are making yourself unemployable for large parts of small - medium sized companies, as well as larger companies that don't do this.

actually we're hiring faster than ever before. we have hired 10 engineers each quarter the last 2 quarters, and will keep that pace for the next 3. and some of the hires we've made have never even used Go before.

actually we're hiring faster than ever before. we have hired 10 engineers each quarter the last 2 quarters, and will keep that pace for the next 3.

and some of the hires we've made have never even used Go before.

Yes, managers not coding was caused by ZIRP. It's a dumb idea.

- You need to understand the work to evaluate your team

- You need to understand the work to prioritize and rank what's important

- You need to understand the work to know which roles to hire for

- Good developers typically don't want to have a non-technical engineering manager

- The budget for a non-contributing team member reduces your budget for engineers

- It creates a more hierarchical and less flat org chart, which creates communication scaling challenges

I would only consider non-technical managers for companies with large budgets and a non-technical product. Not only should they be technical, they should be excellent.

Stream | Golang Staff Engineer | On-site: Amsterdam/Boulder/Skopje (sometimes remote)

Stream (https://getstream.io/) provides APIs for building in-app chat, feeds and realtime video. We do this for over a billion end users, and thousands of apps such as Nextdoor, Strava, Gojek, Alfagift and others

Looking for Go engineers of all levels, and in particular staff and above. Also very happy to train people on Go if needed (https://www.reddit.com/r/golang/comments/1eiea6q/10_week_pla...)

Tech stack is Go, Postgres, Redis, RocksDB, Raft. We run an edge network of servers around the world for optimal video calling latency. Fun part of the job is the high scale and focus we place on engineering.

Full job description and apply here: https://jobs.ashbyhq.com/stream/69536de0-6349-4394-a1a0-ea2e...

Personally I think it's about perseverance, but mostly with an emphasis on learning and growing. You iterate, you learn and you eventually build up a skillset that is hard to stop even if things don't go your way.

It's not for everyone though. Bar is super high, risk is high, long work weeks with little balance are the entry ticket.

High inflation and poor GDP growth probably also factor into this given the price point of Tesla cars

Things that seem weird to me:

- Why are employment and insurance connected? - Why can't you select an insurance company? - Why are there no standardized 3 levels of insurance with a legal mandate for the coverage to be the same across all insurers (so they cant play games with denies). You can't have an efficient and competitive market if nobody understands what they are buying - Costs are inflated due to legal and administrative fees... - Costs are inflated due to high educational fees... - Why are we effectively subsidizing research and medicine for the rest of the world? - Food and health is a major part of what increases the costs

Hope someone fixes it one day

come to the land of no drama, no changes and always productive Go :)

this is a real problem in go, very easy to have bugs when working with channels and the way it handles errors etc.

It's not true that in all companies you have to chose between tech and management. It's true in some companies. But at many companies lead and director roles are very hands on.

At Stream a lead is 80% technical, a director roughly 50% sometimes more. And even VPs and up are still somewhat technical.

I think the idea of management without technical excellence track is just misguided. Small teams, technical excellence, and leaders who can do the work is the right way.

Chat, feeds and moderation run on AWS for us. Video on the other hand is bandwidth intensive. So we run the coordinator infra on AWS, but the SFU edge network on many different providers.

I think the cloud is good for some things, and not so great for others. S3 is fairly cost effective. RDS is expensive, bandwidth is crazy etc.

(5M a year spend on AWS atm.)

The same forces that enable high tech salaries, also make layoffs more likely.

- The market for talent is competitive. So companies bid up to the absolute max they can - The market for managers is also competitive. Creating dynamics that lead to larger teams and raises for team members - Companies allow things like remote work, which is a perk, but also has a lot of abuse in terms of how much work gets done

The end result is that if companies are spending their max, if there's a shock to the market/system etc they have to cut. You'd see this less if there was more padding/ less competitive pressure/lower salaries.

I think that's fine and the system is working as intended. People should be freed up to move to other roles where they can be productive. Your manager doesn't get upset when you leave, bit weird how people feel so differently when they get fired.

The issue is not that you're getting fired. The issue is that healthcare is attached to employment, that makes zero sense. There should also be some reasonable government provided safety net so people can reskill/learn and move to other fields.

Google rule of 40

Failing is normal, good that you gave it a shot and learned.

Part of this is also just the bubble from the last few years. Everything that startups spend money on has become more expensive. Right now there is less funding available, but prices haven't adjusted.

We use them at getstream.io, the RAG on SDKs is way ahead of other platforms in this space.

When you hire managers, some percentage of them won't be solid. And even the best managers have to balance giving someone a chance vs spotting abuse.

I don't like this us vs them mentality. Nothing stops you from starting your own business and being on the "manager" side of things.

Cost of capital is up, productivity is down. So all companies have to work through options to increase productivity, and/or reduce costs. Companies will take different approaches to this