You actually just kind of gave an example of what I meant! Developers are the consumers in this case, and they'll almost always opt to use AWS and Azure versus hosting their own infra. It's easier, faster, usually cheaper, and it makes you yourself are more marketable.
There's a reason software-as-a-service has beat out software-as-a-product. While people might think they want full ownership/control over what they're buying, they want it to be as safe or secure as possible, they want it to be self-hosting and not communicating information back to the distributor... that's just not what plays out for the most part.
OpenAI vs Mistral, Coinbase vs Metamask. I'm not that old, but I'm beginning to notice a trend where the fast, easy, cheap business model wins the most market share, and then slowly works towards providing more values-aligned features as it grows. The company aligned to consumer values from the get-go usually has a tough time keeping up (although they can usually still carve out a good niche from people who are particularly values-focused - Mistral and Metamask aren't doing poorly by any stretch of the imagination).
I personally think this will be one of the biggest "what the hell were we thinking" ideas to come out of the still-developing hangover of the 2013-2023 startup space. From my perspective, the once-startups that are now big companies are the ones who focused ONLY on solving a real and immediate problem with happy, motivated employees. Every industry has inefficiencies to improve upon. Most employees want normal hours, a 401K, some benefits, and clear performance reviews. There's still a ton of work to do at cool-but-not-the-absolute-cutting-edge startups.
Even if AI should be home-run, it probably won't be for most people. In a more technical community, it's natural to think that most people care about "values" when it comes to tech. However, the reality is that people just want what's easiest / cheapest / most fun. It's great when what's easiest/cheapest/most fun aligns with what's best for the individual or society, but those cases are outliers. After spending a few years building a crypto startup, I left with more conviction around this theory.
I did a similar thing to you. However, I do feel like cutting your teeth as a "founding engineer" at an early startup has 2 major benefits:
1. You get to see what it's like under the covers, as you said. It's not nearly as glamorous as it looks from the outside. And yes, as an early engineer, you share in a lot of the downside without nearly an equal share of the upside.
2. You get to leave. Unfortunately, the startup I joined entered a tailspin. But, my name wasn't attached to the company, and I didn't have a fiduciary obligation to our investors. I had a lot of "stake" myself after putting in years of 12-hour days, nights and weekends, but at a certain point I saw that my career was actively being harmed by staying. That "founding engineer" role on my resume got me the job I'm at now, at a level that skews higher than my YOE.
Do those two points mean you should get a fraction of the equity (or rather, a fraction of the options) as the founder? Honestly... maybe. I've now seen a few founders fail. It can really be a career-killer.
I've found standups to be probably the biggest waste of time of all Agile ceremonies (and I'm really not a fan of Agile as-is, but I'm too young to have experienced anything else so I can't say it's definitively bad).
I think the one caveat, though, is that standup is useless IF the team is high-performing, close with one another, and self-motivated. The team I'm currently on probably does not need any sort of formal Agile workflow at all besides setting our current sprint's worth of stories at the beginning of each sprint. But, that's because everyone on the team is very self-motivated and even remotely we're still very close with one another.
I've been on other teams where, without standup, people would go for days without working on or talking to anyone.
I think, if anything, this is proof that no company should have one method of delivering software. I work at a massive company, and forcing each team into Agile is probably easy at a top-down level, but can be very frustrating at a bottom-up level.