was_boring

Thanks for sharing the second link. It's the first time seeing it an encapsulates my own philosophy on alerting well, while providing examples of what to alert on.

I've been with teams who treat alerts as informational and then quickly get alert fatigue. Then when something actually does happen they don't recognize it because they've trained themselves to ignore all alerts.

At my current company we regularly review our alerts to make sure they are actionable and meaningful still.

Let’s be real, ad tech is a shady business with Facebook leading the charge. This shouldn’t be surprising to any ad executive whose performance isn’t measured by actual dollars generated, but by impressions, money spent, cost per click, and various other dubious metrics which are conveniently provided by the ad network.

Not to saying the ad network isn’t valueable (it is and the largest tech companies are ad networks), but that the numbers are juiced shouldn’t be surprising. It’s in every decision makers interest that it is.

A very small percentage would actually buy one and it would be very good PR. It would almost be a marketing expense at that point.

In this case political tension has very little to do with China and very much with India. India is one of the largest markets Apple has yet to penetrate, primarily due to excessive import tax as the Indian government (much like the Chinese) requires manufacturing within the country.

Let’s not fool ourselves into thinking China is not a reliable partner, or that Apple cares much about worker rights here (see wage fixing between FAANG as one example that likely affects many here at HN) or abroad. This was purely about expanding into a new market.

Serious question: does McKinsey have a track record of success and what we see in the news is a small number of failures; or are they just really good at selling the C-Suite?

I don’t think this is possible. Even large corporations have code leaked (Microsoft and Google) as well as secret government entities that take extreme measures.

Probably the most effective way is to hire people who are professionals and treat them like so at all stages of them being with you.

I don’t have much experience with other video editing software, but when I had to make some walkthroughs of new product features DaVinci got the job done and the result was fantastic—even on the free version.

Interesting. In the article it mentions Fortune 500 CEOs having highly regulated schedules without downtime (because they are meeting with different stakeholders all the time). It seems they have the wealth but maybe not the power?

Where as a nun perhaps doesn’t have wealth but has power over their time.

Curious if this applies to people who do not have the same wealth and power.

What is the difference between this and “labs” set up by companies?

For stuff I don’t really care about meeting any sort of SLA.

In my experience the shifts that line up with childcare are given to those with children who express the need.

A job that respects childcare is more likely to retain those employees that need it, and that can be used as leverage.

Most likely depends on what you consider professional. Turns out the qualifications for watching other people’s children are almost enterally age base. Even then there’s wiggle room for a competence factor that is deemed by the guardian and confirmed by the court.

For example, there is no lower age a child can be left alone in my state, and no requirements for leaving with someone else — except that the child or person can reasonably recognize danger and avoid it.

How does this stop the next one? It’s not the first time Russia has done this — and they have done it in European countries.

I’ll throw my hat in the ring...

I’m 100% self taught, and have a humanities degree. I’ve worked in global 500 companies, as well as YC startups. I consider my greatest strength to be the ability to teach myself, and that has led to front end, backend, ML, etc. work.

I have never worked at FAANG but with most of them going remote, I’ll probably take my chances next year (a kid on the way so staying with current employer to ensure family leave). To be honest, I’m also scared of the rejection.

I view the learning process as multiple steps. The first is to learn the technology to become useful, while doing that it’s really important to learn the social context of it and how to talk to others in an informed way. I can’t stress that enough.

If you are looking to break into industry I suggest doing a few side projects to demonstrate knowledge, and aim for a company who will give you a chance. For me, this was consultancy.

It requires study off the job, but I love it and would be doing it anyways.

I work on part of this problem on my team at my job. How we are organized is specific teams do exactly what you describe.

I work on data ingestion and getting it to a safe place as quickly as possible (this has more senior members then other teams because of it’s importance). Another team does ETL on it, another for data storage and access, another for ML governance, another for creating the models, and so on.

We focus on our domain and communicate. Seems to work well.

Don’t worry about that. One of the reasons I got really into STEM at a young age was because of educational programs. Started with Magic Schoolbus, graduated to Bill Nye and copious amounts of Discovery (90s when it tried to stay about science)

A kid

You need habits that reward your dopamine triggers in a sustainable way. Some people that's big projects being done and they can ride that high. Others need small tasks and a checklist. Still others are in between and require both.

I require small dopamine hits throughout the day. Big projects mean nothing to me.

(Dopamine in this case is stuff that makes me feel good. I care not to debate if that's the right word.)

Who says it's only meant for one?

What? I've done it on some sufficiently large code bases, and small ones, and it was done way faster then a rewrite. With tools like 2to3 you can assign it to an intern and have it done pretty quickly.

It is way bigger then security, and hits upon quality of life and reliability.

Without a deterministic build I don't know what I check in actually works across environment, or if the deployment artifact works.

Probably because it's more complex then that. Time is worth zero unless someone is willing to pay you for it. So by saving something when someone is unwilling to pay you more then it is worth for the cost then you have "made" that money.

The only depression-era thing that I can think of passed on through my family and those I know is inherently selfish mechanism of survival because of scarcity. Things like always pay yourself first, and take what you can get when you can get it.

Might have something to do with economic cycles; 2004 was a better time in world economics then 2009.

I worked for lawyers that did a lot of contract law. It can vary from state to state (in the U.S.) but the state I worked in a verbal agreement -- not even written down -- is legally binding. Proving a non-written agreement can be hard in court but that is a different issue.

I wasn't laid off, but I have been fired before. It was the best thing to ever happen to me -- I got time to work on my passion, programming, broke into the industry and got out of a job I knew I hated a month in. It lead me down a path were I got to work for companies on the global 500, and fortune 100 list, as well as a ycombinator startup.

That said, not everyone is so lucky and I definitely struggled during the unemployment phase.

I think it's do to two reasons: 1) salary at FAANG can be 2-3x what a startup can offer, granted that's in the Bay Area; and 2) there's been more then a few examples of equity not being structured in a way that is beneficial to early employees. Sam Altman even has a blog post that says startup equity needs a revamp.

Very true. I have been working at startups for a while as a hiring manager and one of the skill sets I've had to develop is finding good people who have been passed on by FAANG or who come from a non traditional background and never would make it past there filters. Simply because we can't afford the salaries, but still pay six figures to non bay area employees. It's been interesting watching the "I should work for a startup" to "I should work for FAANG" over the past decade.

I don't want to be argumentative at all. I find what passes at one company doesn't at another and it's generally an interpretation of style that can be conformed to. For example, I am of the leaning that one line should do one thing only, and should be explicit -- which is different then many modern practices. Another example is array manipulation which, depending on the operation modifies in place and I reassign for clarity.

Does that make me a bad engineer? No. It makes me experienced. If any of those things aren't wanted at a future employer I can change to match the style.

To reject based upon that when the style isn't defined by tooling is weeding out great people who may not confirm but have the ability to.

There's a lot of multi billion dollar companies still coming to terms with one provider, let alone redundancy.