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tbragin

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Building a Scalable Analytics Platform: Why Microsoft Clarity Chose ClickHouse

clarity.microsoft.com
2 points·by tbragin·작년·0 comments

ClickHouse gets lazier and faster: Introducing lazy materialization

clickhouse.com
366 points·by tbragin·작년·122 comments

Ruby Gem Analytics Powered by ClickHouse and Ruby Central

clickhouse.com
6 points·by tbragin·작년·0 comments

Make Before Break: Faster Scaling Mechanics for ClickHouse Cloud

clickhouse.com
2 points·by tbragin·작년·0 comments

Open Sourcing Kubenetmon

clickhouse.com
6 points·by tbragin·작년·0 comments

comments

tbragin
·2년 전·discuss
Cloud network egress costs is one of the reasons why increasingly infrastructure vendors likely to incur high data transfer costs (database / data warehouse services, message buses, machine learning, etc..) are moving to introduce BYOC or "Bring Your Own Cloud" deployment model (Data Plane runs in the customer VPC - original Databricks deployment model), instead of only pure SaaS (Data Plane runs in the vendor VPC - e.g. Snowflake) in their cloud offerings.

Databricks now has fully hosted too, but Snowflake still did not go the other way to introduce BYOC. Newer entrants, however - RedPanda, AnyScale, ClickHouse... - are going the way of providing both BYOC and pure SaaS options in their cloud. There are many other reasons to prefer BYOC, legal, security, data privacy, but network egress costs is one of them.
tbragin
·3년 전·discuss
I'm a product manager, and I'm glad that many commenters in this thread agree that we are not all useless :) Of course, just like with any role, there are those that are good and bad at it, but I am glad most of you worked with good PMs and know the value such a person can bring.

I also saw astute comments from folks that recognize that if the product manager role does not exist as a distinct role, someone else in the organization has to take on the work of determining what to build and when, based on market and customers needs - usually engineering or product marketing. There is nothing wrong with that, btw, just different way to slice the same pie of responsibilities. Finally, several folks rightfully pointed out that a product manager (person accountable for building the right product for the market) is very different from a project or program manager (a person coordinating internal activities).

The only thing I'd add here is that product management roles can also be very different, depending on the stage of the company (early stage vs late stage), the type of product it builds (e.g. B2B vs B2C), and the industry vertical. Looking at the author's LI profile, he seems to work for larger companies, in the financial sector, in the UK. Perhaps in that world (which I perceive to be a fairly rigid, regulated industry), the role of the product manager is quite different from what I have personally experienced working as a PM in the Bay Area for early and mid stage startups.