Some parts of this are probably good advise, at least with respect to clocking titular promotions. No disagreement around visibility of delivered "big wins" being key.
However, I feel like this article is subliminally pro-management, with the thesis statement essentially being just make your manager (and their manager) happy. But what happens when there's no clear direction from management on what the team's goals are? Or when priorities shift on a weekly, or even daily basis? It seems pretty hard to deliver anything meaningful, if by the time you're finished they've already moved on to the next shiny thing.
Additionally, in my experience this "make your manager happy" approach goes hand-in-hand with a "yes boss" manager-subordinate relationship. Managers are empowered to flurry out executive dispatches on what, when, and how things ought to be done, and engineers are encouraged to follow orders. Results are normally not great.
Seems there's a lot of comments in here expressing discontent with the dismantling of GT programs. I won't speak as to where/how GT programs should be implemented, I have no idea.
However, I did attend a GT program during elementary school. This school was a "regular" public elementary school in the sense it had a local geographic boundary, and kids in the area attended this as their default public school. However, then kids who qualified for GT would be bussed in from around the county to go to this school.
Within the school, past the 3rd grade classes were segmented into GT and "base" classes (i.e. non-GT). The "base" classes were local kids who did not qualify for the GT program. GT qualification was based off a single test score, taken in the second grade. Kids in the GT and base classes were often respectively referred to as GT or base kids.
In retrospect, it's always appeared super detrimental to me that those kids were called "base" as if they were a somehow more basic version of the GT kids. The name "base" in itself was probably intended as a kind euphemism, to not otherwise default to calling them non-GT kids, i.e. non Gifted nor Talented.
Anyway, all of this to say GT programs probably have a place, but in my own anecdotal experience they were not always executed flawlessly.
Yup. There's definitely some neighborhoods like Great Falls where it seems like everyone is either a corporate exec, a federal politician, or a pro athlete.
I'm 29 years old, and I have definitely noticed my memory getting worse over the last ~5 years. I've always wondered if this is something to do with sleep deprivation, increased stress from work/school, or just the natural effects of getting older.
> When a major new technology comes out, huge new opportunities open up for founders that get in on the ground floor.
> Moments like these don’t happen often. When they do, it’s the people that put themselves right at the bleeding edge that find the opportunities
I hate this framing, and the associated mindset. This "creating a sense of urgency" is a tactic employed by car salesman and phishing emails.
Nothing but respect for the people doing cutting edge on LLMs/GenAI, but this post and video exude a sleazy, get-rich-quick vibe. It feels similar to the crypto hype-rush, which is unfortunate because in contrast to crypto, it seems there's real utility in LLMs/GenAI.
I think the part that rubs me the wrong way is they don't even pretend to care about the technology itself, how people might use it, or build businesses around it. They even directly acknowledge this at 3:00 with "we're not even saying we know the ideas".
It's all just "I smell money" and a rush to try and cut yourself a slice of the pie. I've never founded a startup so maybe I know nothing, but if a founder was asked why are you starting this business and their answer was "to get rich before anyone else", I don't know if I'd bet on that business.
Southwest is my favorite airline for domestic US travel. Two free checked bags by default is amazing. I also personally like the no assigned seats, and no first class.
I also had an experience with a delayed bag once, which took about an hour to come out on the carousel. It was long enough that I went to the help desk to get help and potentially report the bag as lost. I got a 300 dollar travel credit, and my bag turned up shortly after.
For something kind of in the same vein, a youtuber Chad Caruso rode a skateboard all the way across America from Venice Beach, CA to Virginia Beach, VA:
As I understand the bill is solely focused with the national security implications of ByteDance being China-based, and not the social impacts of short form video platforms on mental health, attention span, etc. Good news for Instagram Reels.
I also wonder if this goes through, does this set a precedent for enforcing similar divestment expectations for any companies operating in China. Is this isolated to social media platform, or could this also eventually extend in to other industries like manufacturing?
They seem to heavily invest in their social media presence with things like the YouTube channel, but then also use social media indicators (likes/follows/subs/etc) as a measure of success. Seems a little circular.
The plot of Github Stars over Time: Supabase vs. MongoDB seems particularly silly (imo).
Not a hater by the way, I think their YouTube channel is actually pretty good, and I think it will become increasingly common for startups/businesses to have something like this for product/brand awareness, getting users up and running, etc.
I think if the goal of the post was focusing on platform maturation and growth, it might have been better to focus exclusively on the plots of database/users over time, and simply link out to the various social channels.
Overall though still cool to see, and congratulations to the Supabase team!
Despite being framed as something for legacy C/C++ codebases, this is pretty good advice for setting up testing and CI automation around any project.
I recently started on a new Rust project, and despite not having to worry about things like sanitizers as much, I followed a similar approach of getting it to compile locally, getting it compile in a docker container, setup automated CI/CD against all PRs.
Although I would order the steps as 1, 3, 4, 2. Don't get out the chainsaw until you have CI/CD tests evaluating your code changes as you go.
I also use cat this way, and for me the biggest reason is it just allows for a more intuitive left-to-right reading of any pipeline.
Things like this:
head -n 500 access.log | grep ...
head -n 500 <access.log | grep ...
Feel like you start with the filename, then go leftwards to the first operation, then start reading rightward again through the pipe. At least in my brain, it feels slightly more awkward.
I recently took a Distributed Systems course, and I also thought it was very interesting and unexpected how in the most basic form of Paxos, there is no concept of node roles or hierarchy like leader/follower, master/replica, etc. The base case is that all nodes have the same replicated log, and are "writers" capable of initiating changes to the log.
This youtube video was particularly helpful in learning about consensus algorithms, specifically Paxos/MultiPaxos:
John Ousterhout (author of Raft) walks through Paxos/MultiPaxos as outlined by Leslie Lamport, and then talks about a series of optimizations to improve performance. One key optimization is transitioning from performing consensus on a single log-slot proposal, to the entire log-slot altogether, which mitigates failed consensus rounds, and is where concepts like leader nodes emerge. If your familiar with Raft and Paxos, while listening to these optimization applied to MultiPaxos, you can kind of notice it to begin to resemble Raft.
The course I took was through Georgia Tech, but was largely based around a framework developed at the University of Washington called dslabs:
It was super informative for my learning about the foundations of distributed systems, namely consensus algorithms. I'd highly recommend it for anyone interested in learning more. Although fair warning, the programming assignments were quite difficult and time consuming.
I also used RDS Blue/Green deployment to apply a MySQL major engine version upgrade from 5.7 to 8.0. With respect to downtime it worked fantastically, I think we measured 13 seconds of observable downtime from the API.
However we did learn the hard way that RDS Blue/Green cannot be used to apply arbitrary changes. In our case, we discovered RDS Blue/Green can only be used to move up engine versions, not down.
We discovered on MySQL 8.0 one of our stored procedures had very occasional failures, and considered the option of using RDS Blue/Green again to move back down to 5.7. Turns out that's not an option.
I kind of agree with you, but to play devil's advocate, AirPods basically reset the baseline perspective around bluetooth headsets. Before AirPods, bluetooth headsets were definitely not cool, and mostly just utilitarian. I mostly associated them with either business-y people in suits, or people exercising like running.
I think if there is a company that could really kick of mainstream VR/AR headset adoption, Apple probably has the best brand to do it.
That being said I have a Quest 2 with a couple years of accumulated dust in a closet, so who knows.
Some parts of this are probably good advise, at least with respect to clocking titular promotions. No disagreement around visibility of delivered "big wins" being key.
However, I feel like this article is subliminally pro-management, with the thesis statement essentially being just make your manager (and their manager) happy. But what happens when there's no clear direction from management on what the team's goals are? Or when priorities shift on a weekly, or even daily basis? It seems pretty hard to deliver anything meaningful, if by the time you're finished they've already moved on to the next shiny thing.
Additionally, in my experience this "make your manager happy" approach goes hand-in-hand with a "yes boss" manager-subordinate relationship. Managers are empowered to flurry out executive dispatches on what, when, and how things ought to be done, and engineers are encouraged to follow orders. Results are normally not great.