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Topic - 213 Stories
Dir of Engineering, Product Platform Systems at Netflix
The First Time I Became a CTO
In 2016, the author became CTO of a 60+ person startup in the commercial solar space. After researching the company and meeting with the team, the author decided to start fresh with a new product and technology stack. The author identified the team's stars and created an environment of autonomy, mastery, purpose, and transparency. The team was able to launch the product and onboard their first customer, but the main solar business struggled and the technology team was spun off. The author learned to identify stars, trust them to provide direction, make decisions and course correct quickly, and be transparent and consistent.
Product Manager at Amadeus
Enabling Rural Coverage
This is a story of how the author, 11 years ago, was assigned a project to create a mobile application for a multinational company to push sales of consumer goods to rural retail. With no formal product training or experience, the author had to figure out the logistics and technical aspects of the project, as well as build mock designs and discuss ideas with other teams. Through trial and error, the author was able to successfully roll out the product and learned lessons about job description alignment, delegation, and communication etiquette.
Software Engineering Manager at Measurabl
A 4-Step Structure for Improving Your Pull Request Review Process for Better Code Delivery
The text discusses the importance of providing context in pull requests (PRs) to improve the PR review process and code development speed. It suggests that a strong PR should include sections such as an overview of the problem the change solves, the context for understanding the impact of the change, instructions for evaluating and replicating the change, and additional information like screenshots or documentation. By providing this context, reviewers can better understand the purpose and impact of the change, leading to more effective and efficient reviews.
VP Engineering at RepairPal
Making Delivery Faster
This article outlines the steps taken by a software development team to improve their release cycles from two weeks to daily releases. The team identified process bottlenecks and worked to alleviate them by moving some of their back-end and API pods to Kanban, establishing regular check-in meetings, and creating a feedback loop with third parties. The team was ultimately successful in their endeavor, and the lessons learned included the importance of communication and the benefits of daily releases.
Vice President, Engineering at Pinger
Change Management in Engineering Organization
In order to refactor the mobile app architecture to MVVMC, the engineering team worked directly with the UX designers to understand the onboarding flow and create a connection between the two teams. This enabled the engineers to start the framework of the architecture ahead of the onboarding flow being fully defined, and when the product was ready, the final update took less time. The project was released within the high-level deadline, creating less pressure on the product team. The lessons learned from this experience were to involve the engineering team early on in the process and for engineering leaders to find accelerators to add special technology without always being at the end of the chain.
VP of Product at Real Eyes
Taking a Product from Inception to Market
This is a story of a successful product launch from idea to market in three months. The product was an advertising technology company, a demand-side platform, that allowed customers to buy ad space in real-time bidding exchanges. The team needed to prove to advertisers that the investment was worth it from an ROI perspective, so they studied foot traffic measurements and built a proof-of-concept of their own foot traffic measurement product. After validating the findings, they created training and pitch materials to present to potential clients. They imposed budget constraints to get the ideal volume of use and traffic for their study. Ultimately, they were able to get the product to market before they ran out of resources.
SVP Engineering at Trustly
On The Contrary: Q&A with Seth Kimmel of Contrary Capital
The author has a long history in the tech industry, from programming in BASIC to working in hardware engineering and software engineering. They moved to the San Francisco Bay Area in the mid-1990s and experienced the Dot Com Boom and Bust. Despite the downturn, the area has proven resilient and is now a hub for tech startups. The author has learned lessons from mentors and experienced leaders, and has developed strategies for building software at scale. They have also embraced the "remote-first" approach to working due to the pandemic, and are now tapping into the global talent pool to find tech talent.
VP of Engineering at ExecThread
When Vibe Driven Development Stops Being Enough
The article discusses the concept of Vibe Driven Development, which suggests that organizations that regularly use their products have a better sense of what is lacking and what should be prioritized in software product development. However, the article also highlights several challenges to implementing this approach, such as the size of the company, the number of clients, and the age of the product or market changes. As a company grows, it becomes more difficult to rely solely on vibes and must find a balance between following the company's vision and maintaining a stable software company. The article suggests using models like the RICE Scoring Model to prioritize features and eliminate bias in decision-making. Ultimately, while Vibe Driven Development is a valuable approach, it may falter at some point, and organizations need to consider and prioritize competing signals for success.
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
CTO at Virgin Pulse
Software Executive | Strategy | Vision | M&A | Transformation | B2B | SaaS
VP of Engineering at Kiddom, Inc.
Engineering executive • ex-Affirm | Square | Google
SVP and Head of Engineering at Interactions
Seasoned engineering leader with proven track record in architecting, building, and delivering enterprise products utilizing AI.
Software Architect; ex-Engineering Director at Inditex
Mentors New Leaders, expertise in SDLC in different industries as videogame or ecommerce.
Engineering leader at Target
Liaison officer at AnitaB AI committee, Engineering leader
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Director of Engineering, Test at BlackLine Systems, Inc.
Building Effective Test Frameworks: Lessons from My Experience
In today's agile software development era, building and maintaining effective test automation is crucial for delivering high-quality software products. Building a test framework can be complex and challenging, but with the right approach and mindset, it can be a rewarding endeavor. To navigate through the complexities, it is important to understand the architecture of your application, identify the tools and skill sets of your team, design for reusability and maintainability, implement a robust test data strategy, utilize CI/CD pipelines, and implement effective logging and reporting mechanisms. Documenting your approach and seeking input from stakeholders is also essential. After implementing the framework, thorough documentation and knowledge sharing within the team are important for adoption and maintenance. Continuous learning and enhancement, overcoming frustration and self-doubt, and embracing others' opinions and feedback are also key factors in building an effective test framework. By following these strategies, you can successfully build a test framework that contributes to the success of your team and organization.
The Power of 'foo_*': The Art of Balancing Flow and Clarity when Naming Things
The article discusses the challenge of naming things in coding and proposes an incremental naming method as a solution. The method suggests starting with temporary, functional names and gradually refining them as the understanding of the system evolves. This approach allows for maintaining flow and momentum while ensuring code quality. The transition from temporary to meaningful names is guided by considering the core purpose of the component, its fit in the overall system, and its descriptive nature. The temporary names also serve as indicators for refactoring and code review. The article concludes that striking a balance between flow and code quality is essential, and "Good Enough" in the moment can lead to "Great" in the long run.
Chief AI and Business at Nodeflux
Navigating Partnerships with Unicorns and Large Enterprises: Protecting AI Startups' Interests
This article explores the challenges faced by AI startups when partnering with unicorns and large enterprises, and provides strategies to protect their interests. It suggests engaging legal expertise to negotiate favorable terms and review contractual agreements, implementing NDAs and non-compete agreements, and considering jurisdiction and governing law. On the technical side, it recommends encryption, access controls, authorization, watermarking, model protection, federated learning, secure collaboration frameworks, and regular auditing and monitoring. By combining legal and technical safeguards, AI startups can mitigate the risks of theft or unauthorized usage of their AI models.
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