“I miss working with Mike. During my time working with him, I witnessed first hand his focus on the customer, his obsession with quality, and his leadership skills. Mike always had the customers in mind, and believed that everything we work on has to be easy for them to use. I saw Michael take complex ideas and go over them several times with other developers and PMs, scratch one solution off the table, come up with another, test something out, and so on. He would do this until there is clarity and simplicity in our solution for the team and our customers. He truly put the customer first. He also always went the extra mile to ensure that the code he wrote and the code the team produced was high quality code. We could always count on him to bring up solutions to any quality issues. He is not just an engineer that is focused on Quality, he is obsessed with it. He built a reputation for writing quality code. In addition to his technical skills, Mike has some great people and leadership skills. People on the team trusted him to have their interest in mind ahead of his own. He always pushed the team forward in a very emotionally intelligent way. He knows how to work with different personalities on a team and brings out the best in them. In our daily standups, he would almost always volunteer to unblock any team member when he heard of any blockers. If you are looking for a professional and Mike happens to be available, I recommend you add him to your team. He will help you build the right product/feature, build that product/feature the right way, and do both while maintaining a positive culture on his team. ”
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Vilas Veeraraghavan
DevEx tooling and enablement are essential investments in an engineering organization's budget. This is (hopefully) not news to anyone! But there are 3 other takeaways that resonated with me from the Hangar DX (https://dx.community/) meetup last week organized by Aviator and Slack at the Salesforce HQ - 1 - Adoption - Dev tool adoption varies from one org to another even within the same company. It is especially cumbersome when migration means changing existing processes/rituals. Leadership support is critical and business context is the catalyst that drives rapid change. 2 - Surveys - Surveys seem like a good way to collect and analyze Dev sentiment within engineering orgs regarding state of tooling and enablement. But survey participation can ONLY be guaranteed IF action is swift and effective. Importantly, surveying tend to collect feedback in a partitioned way. e.g. Most organizations do surveys where process/people/management issues are collected in Pulse surveys BUT Dev tooling feedback is collected in DevEx surveys which are not necessarily reconciled against Pulse surveys. 3 - Horizontal orgs for Quality will continue to exist and thrive because the fundamental tradeoff between speed (more features) versus quality/reliability will always mean Devs have a conflict of interest. This reiterates the idea that the "you build it, you own it" (full ownership) is not for an individual but for a team that includes dev, qa, performance engineering etc. thanks to Ankit Jain and Poya Osgouei for the invite and thanks to Sridhar Ramakrishnan for hosting. pic credit - Ankit Jain #dx #devex #developerenablement #quality
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David Shevitz
I once asked a lead engineer on Angular: Which is better: Angular or React? His response: "Both require good engineering to be effective." So, my developer friends, consider this a reminder that "frameworks" like Diátaxis are fine, but they still require good engineering--such as UX, information architecture, style, maintenance processes, and so on--to create great documentation experiences for your customers. Alas, the framework alone isn't enough.
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Arkodeep G.
🚍 Recent reviews on Tripadvisor reveal a significant crisis for Greyhound, with users describing their experiences as "miserable," "WORST," and even "stranded." This alarming trend underscores deeper issues in customer service and operational efficiency within the transportation sector. It’s fascinating to see how a once-iconic brand faces these mounting challenges, which are also highlighted in a recent Forbes article discussing a German bus startup aiming to provide better service. As someone deeply immersed in the Information Technology industry, I see this situation as a crucial turning point. The rise of competitors and the increasing power of online reviews mean that companies must not only invest in technology but also in improving the customer experience. Platforms that leverage customer feedback and data analytics can provide valuable insights, allowing businesses to adapt and innovate to meet customer expectations more effectively. The opportunity here lies in adopting technologies that enhance operational efficiency and customer relations. For instance, implementing real-time tracking, improving booking systems, and utilizing chatbots for customer support can have significant impacts. However, the challenge remains for established companies like Greyhound to embrace change and respond timely to market shifts. In a world where customers wield considerable power through their online voices, companies must prioritize innovation and responsiveness. It’s a wake-up call for industries everywhere to rethink strategies and investments. I encourage my network to reflect on these developments. How do you think traditional companies can evolve in an increasingly digital world? What technologies do you believe will shape the future of customer service in the transportation sector? Let’s share ideas and insights! 💡💬 https://buff.ly/3PmG0a8 #Greyhound #TravelReviews #CustomerExperience #BusTravel #GreyhoundReviews #TravelFeedback #PublicTransport #TravelStruggles
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Steve Chang
My 2024 Professional Year In Review (Part 1) Just before the New Year: At BWI airport waiting for a flight to LAX. Thinking about my website saplingcorp.com and watching videos about Search Engine Optimization (SEO). January: Our team is hard at work to finish a complete rebrand of businessimmo.com - a Paris-based property information company we acquired and relaunching with our data and branding. Involved a massive amount of coordination between interdisciplinary teams between two different countries (and languages!). Upgraded my CoStar 2019 Macbook Pro to a 2023 Macbook Pro M3 Max. February: Paid off my 1.5% interest car loan. Subscribed to Ahrefs for saplingcorp.com at $100/month. Incredibly useful and 100% worth it. March: At this point, I'm really obsessed with my saplingcorp.com project. I'm waking up at 5am to work on it before work. Began using Ahrefs to target keywords and build pages around it. Started leveraging ChatGPT heavily. Built automated tools to generate whole pages using ChatGPT. The only throttle was acquiring image assets, taking screenshots from Youtube videos – which I also tried to automate. April: Saplingcorp.com is picking up steam. In addition to the niche I was already filling ("similar games"), I discovered another tighter niche using Ahref research tools, something called "Infinity craft". Played a little bit and instantly realized I can automate content about it too. Built a network traffic parser using Python and generated pages from it. HUGE spike in clicks to my site within days. 300 clicks a day to 1000-1500+ clicks a day. That's 400-600k users averaged out annually. Never really got around to monetizing this lol - the site generated $1-2 a day from the single ad I had in place. May: Launched businessimmo.com! A huge accomplishment spanning multiple teams (our team led the development effort). Continued working on saplingcorp.com. Ran my first 10k in just over an hour. Stopped waking up at 5am. Finished reading the Steve Jobs bio by Walter Isaacson. I really enjoyed it. He had an incredible instinct– his emotions and feelings. June: Not really feeling fulfilled at CoStar anymore at all. Honestly, thoughts about quitting for a year and going all-in on making websites (bad idea). Started looking into interviewing, fixed my resume, and started leaning into Leetcode and interview prep. Reached out to a recruiter and got an interview for a position at Capital One! At first, I was lazy about it but something inside convinced me to drop everything and study hard for it. And got an offer! I gave my two week notice to CoStar, a place I worked at for almost five years. It was a great run. July: Spent this time working on my website. My new role starts at the end of the month. My motivation working on my website drops. Something I know now, I work better under a mentor and a goal (whether that's a manager, a deadline, or talking to friends). Always have a side project.
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Bryant Cutler
If you're the kind of person who's excited about all the recent S3 feature announcements (bucket policy unlocks via temporary root sessions, up to millions of buckets per account, pagination and region filtering for ListBuckets, conditional writes, ListCallerAccessGrants API) and you're attending re:Invent, then you should come to our storage track session, STG306 Advanced security patterns on Amazon S3. Learn how to use all the exciting new stuff securely in the most interactive format available at re:Invent!
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Shivani Sharma
Had a very good experience working on #OpenRewrite these last few weeks with some great engineers including Tim te Beek. I improved robustoness and migration of #Jmockit Expectations, and added JMockit Verifications (v8.29.0) and NonStrictExpectations (v 8.30.0) migration to Mockito. Hope it helps anyone out there migrating from JMockito to Mockito. #java #refactoring #migration
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Steven York
Woah there, "hiring juniors is about making your entire team better" is exactly the kind of unhelpful, oversimplified headline that needs an A4 sheet of caveats adding. Juniors are a massive investment and the suggestion that simply hiring them will make the team stronger is not right at all. Processes that support the career development of more junior engineers aren't accidental byproducts, they're deliberate. Senior engineers need to be provided the time, headspace, training and support to coach, mentor and develop their more junior colleagues. You know what doesn't work? Hiring juniors into overstretched/under-resourced teams where the seniors are overcommitted and under pressure to meet aggressive deadlines. And I've seen this more times than I care to mention. In the scenario where you've got small teams that are under pressure, and the existing engineers don't have time or headspace to coach someone junior, you are *always* better hiring another senior. Someone who reaches autonomy faster will always be better in that situation. If you hire a junior into that team you won't get better code reviews, more innovation or a richer culture of learning. You'll end up with an under-developed junior who struggles to progress their career, and some seniors who feel like they're doing the junior a disservice by being unable to support them properly. It's horrible. And I've been there. Were we all juniors once? Yep. Should *every* team hire juniors? Absolutely not.
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Jae Saxon
i think we frame hiring "juniors" weird in order to avoid talking about calcification. doing anything, literally anything, for a long time, makes you better at doing the thing, but worse at doing adjacent things you do not also practice (ex. working effectively in a strong test culture does not help one optimize for hip-firing kubectl commands, and *does* explicitly optimize for taking one's time and thinking heavily). your "seniors" and "juniors" provide similar value adds in terms of where they say "what the fuck?" seniors only say "what the fuck?" when they encounter bad behavior *that they have not already calcified in themselves*. your seniors all have a few absolutely awful habits that make your product worse, waiting for a convincing junior to say "what the fuck?" at the ideal moment to *fix* them. if you don't find that convincing junior, they will propagate that calcified misbehavior throughout your org and sink your shit. you also probably don't know what the problem is, because you share the calcification. and this is all normal and good, because if you're arrogant enough to think that you deserve a team of only seniors, you deserve exactly what that gets you.
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Brett Schuchert
15 years ago I contributed 2 chapters to Clean Code(https://a.co/d/5guLEzq), both related to threading. A second edition is coming out, and it occurs to me that while I don't do much direct threaded/parallel programming anymore, many issues around parallel execution still occur in systems where the stack "takes care" of all those details. Here's a collection of recent examples. This is a draft of a personal blog. The second version will go on the Industrial Logic, Inc. website. The final version will likely be added as an update for the 2nd Edition of Clean Code. Comments welcome, enjoy! https://lnkd.in/gWCUkK6V
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Elton P.
I know I've been plugging a lot of Auto Scaling and Fleet launches lately (I didn't even get a chance to talk about more responsive target tracking, but it's also a fantastic enhancement: https://lnkd.in/gSNUC4Fd), but I have one more big announcement. It was a great honor to help lead the engineering team in innovating with Capacity Blocks for ML just over a year ago. Our senior leadership has listened to customer feedback on this offering over the past year and pushed us once again to further our goals around democratizing access to GPUs. And, once again, our team delivered. We are announcing 3 changes are massive wins for our customers: 1. Support for Capacity Blocks up to 6 months in duration 2. Support for extending Capacity Block purchases 3. The ability to buy a Capacity Block starting 30 minutes in the future (instead of being bound to the standard start time of 11:30 UTC) https://lnkd.in/gyhFTs6Z The fact that we were able to quickly resource these valuable requests (that will surely please our customers) showcases our organization's agility, and I'm so grateful for the incredible teams who made it happen. It was a privilege and a rewarding experience to get to collaborate with them on these releases. #EC2 #AWS #reInvent24 #reInvent2024 #CapacityBlocks #CapacityBlocksForML #p5 #p4 #p5e #trn1
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Tim Ottinger
Programming faster doesn't really work; it needs to flow to production more smoothly with fewer waits and rework-rejection loops. Sometimes that means taking more time in development, and approaching the work differently. Eliminate the waits and returns, lower the WIP, and you'll see a big difference in delivery speed. Also, when people say 'the programmers need to go faster' they consider the entire software development process to be "the programmers" -- they don't know that only 3-6% of the time an item in "in development" is programming. They think it's all programming. People don't think about the queues and waits that they can't see; they focus on busyness instead.
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Garrett Bates
Are you looking to improve your development team's focus and accelerate cycle time? 🤔👨💻 My latest blog post gives a concise overview of why vertical slicing could be the solution you've been looking for! 🚀💻 With a few examples of its benefits, you can quickly assess whether this approach is right for your team. 🔍💡 As a special bonus included all of the Lucidchart and Noun Project links 👇 #verticalslicing #softwaredevelopment #developmentefficiency #productivityboost
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Chris R. Larson
Developer downtime: don’t overwork your devs. It’s memorial weekend and I’m lazily sitting on my porch. My kids keep coming in and out of the house, but get stuck because the sliding door keeps coming off the rails and won’t open. Well, since I’ve got nothing else scheduled for the afternoon I investigate the issue. Turns out sliding doors have a bunch of adjustment screws. I adjust them till the door slides smooth. Left in the broken state my kids learned to hit top left side of the door before opening it. Bringing this back to work, I know customer success teams that have a cheat sheet of these maneuvers. Give devs space to observe, we naturally fix these issues.
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Vasanth Bharathi Venkata Subramanian
Developers working at well-established companies often face a common challenge: dealing with legacy systems. It's almost unavoidable. I faced it a lot !! This struggle with outdated code can lead to frustration, with many developers seeking better opportunities elsewhere(did this too). But before giving up, consider using "The Strangler Pattern"—a strategy designed to gradually replace legacy systems without ripping everything out at once. Here’s how it works in three simple steps: 1) Transform: Instead of overhauling the entire application, focus on transforming specific parts. 2) Coexist: Deploy and use the new and old systems side by side. 3) Eliminate: By repeatedly applying steps 1 and 2 across the entire application, you’ll eventually phase out the legacy system completely. And now, a bit of trivia: do you know who introduced the term "The Strangler Fig Pattern"? It’s none other than Martin Fowler!
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Daniel Moch
Looking back at this year's KubeCon NA, this is the talk I found most thought-provoking. Enabling developers to run CI "pipelines" locally is important work in its own right. This talk goes a step further, and proposes that all builds prior to merge (even your PR builds) could happen locally. If your developer workstations are powerful enough, you'll ease the burden on your CI infrastructure by doing so. https://lnkd.in/eG55b4b4
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Phil Kasiecki
I have been an industry professional at a number of demo days. ✅️ None can top last night, my first time in that capacity for a Resilient Coders Demo Day. These events are full of career changers ready for a software career. ▶️ They come from a wide range of professions prior to this. All are entering an exciting area with immense potential, and it was on display. 4️⃣ There was so much great work shown that's unfortunate I only got to see four of them, all showcasing the talent they possess. 🌐 Zaria H. showed us LinkLy, which is AI-powered to help with networking challenges. 🌐 Christian Bradford, a two-sport athlete in college, showed off Meet Me on the Track, which allows runners to find tracks and other runners to work out with. 🌐 Niya Nixon made us all hungry for something later, showing us Love at First Bite, a web application to find restaurants in a city and give feedback on them. 🌐 And finally, I got to check out The Curl Diary by Alexandra Akinyemi, who is making perhaps the least disruptive career change since she was previously an electrical engineer. And that's only the beginning. ✅️ What they showed all came from having to think not like employees, but business owners. That will serve them well, more than they might imagine right now. ➕️ There was so much positive energy in the air, and for the students, perhaps some nervous energy as well. 🎤 I have to think a lot of that nervous energy went away as Ayanna Lott-Pollard inspired them with some amazing thoughts before it all got started in earnest and giving us so much to look forward to. And with that, they showed that they are ready for all the potential that is in front of them. #diversityintech #softwareengineering
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Kyle Rowland
The language of business may be money - though the purpose of it is to meet a need and thereby earn a commensurate return. More important than speaking in dollars and cents - for engineering leaders at all levels - is to understand and to engage in the effort to find and satisfy needs. Next in priority is being able to speak about the return intelligently - that is, to speak the “language of business” well.
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