Yes. I'm not a fan of Spark, dealing with JVM, new syntax everything, optimizing parallelism in a weird way but - it always works.
Dask, on the other hand, works some of the time. The rest of the time it'll keep running a calculation forever, or simply fail silently over and over, or some other unpleasant outcome.
The main issue I encountered as a Julia user is that multiple dispatch doesn't scale very well.
When you start building out a project, it's easy to keep track and debug if multiple dispatch starts failing (i.e. <any> type starts spreading everywhere and Julia slows to Python like speeds).
In medium-to-large projects, it becomes extremely cumbersome to manage this. It's doable, but adds a layer of complexity management to projects that simply doesn't exist in strictly typed or pure scripting languages.
Of course, you can just decide to explicitly type everything - but the issue here again is the lack of enforcement.
In a nutshell: Julia is great when you're a grad student working mostly by yourself on small scale projects! But not so great in prod.
And there's really no problem with that; that's who the language was designed for!
That's your chance for a cheap hire? They're probably not going to get hired anywhere else and you can see in-interview if they are able to understand quickly!
There's not much value for junior positions to "know concept X", so what you want to know is the derivative...
Learning to learn. Being able to go from "I know nothing about this subject" to 80% in a year or so for the most complex subjects has completely changed how I approach professional challenges.
Started a company with a close-ish family member who also had a prestigious full time job in the sector we were in.
He promised meetings with execs and experts in the sector, and expert advice. We split equity 50/50. After three months, we had an MVP that customers loved, a contract with a large client, and several interested angels.
Unfortunately the co-founder hadn't delivered on anything (all business meetings were from cold calls, I had to learn all domain expertise on my own, my co-founder was spending no time at all on the company and kept promising to do things that he didn't end up doing).
After trying to get him to execute what he said he would do with a positive attitude for three months, he called me and told me he "didn't want me to make him feel like he wasn't doing enough". If he was a stranger I would have found a way to kick him out. But to preserve family relationships we killed the company.
TLDR: people in your family with great jobs don't make for good co-founders