Indeed, and I see plenty of reasons to listen to him. Khan Academy helped me immensely in college for free and Sal Khan has been at it for what, 17 years now?
I'm pretty sure he has a better than average grasp on what it means to learn and how to improve the process. And even more importantly, he's trying to! If not him, then who should we listen to?
I don't have a clue why GP reduces Sal to "good at explaining things" when Khan Academy is so much bigger than just him for a long time now. And I, for one, am very grateful that he exists. People in first world countries can't imagine the impact that free access to great education resources has in the rest of the world, like in my case.
> At the gym, people assume anyone with big muscles must be an expert in medicine. Let's not make the same mistake here.
The gym analogy falls short to me. The mistake here is assuming that someone that worked in education for almost two decades, and has achieved extraordinary results in the mean time, doesn't have any clue about education in general.
I worked in hardware a few years ago at a small shop and I'm just chiming in with a basic reply. I hope people with experience at larger scale could elaborate further.
I believe what you are looking for is a product lifecycle management (PLM) software.
We shipped around 500-1000 units per year and as the devices were sensors/actuators connected to the internet which we continuously supported, we kept device information in a RDBMS on our backend. We registered them via NFC after they left the factory and configured them afterwards on installation.
If you're looking more for post-sales servicing, depending on the team's skill set and device service volume, I reckon you could wrangle all this in Excel/Airtable.
Glad to help! Feel free to shoot an email if you want to chat or throw ideas around about this or other issues you may be facing as a new CTO. The address is on my profile.
We had the same problem here. What we implemented is:
1. Have a separate step on the project management board describing "In Review" (QA) and "Deployed" (in production)
2. Interested parties (sales and marketing teams, for instance) should have "Observer" access in the ticketing system and follow relevant issues
Alternatively, you can ditch the Observer access and do the release notes based on what was "Deployed". If learning how to navigate the ticketing system generates friction for your interested parties, this can work better. Not an issue for us as everyone uses the same system to track their tasks.
I'm pretty sure he has a better than average grasp on what it means to learn and how to improve the process. And even more importantly, he's trying to! If not him, then who should we listen to?
I don't have a clue why GP reduces Sal to "good at explaining things" when Khan Academy is so much bigger than just him for a long time now. And I, for one, am very grateful that he exists. People in first world countries can't imagine the impact that free access to great education resources has in the rest of the world, like in my case.
> At the gym, people assume anyone with big muscles must be an expert in medicine. Let's not make the same mistake here.
The gym analogy falls short to me. The mistake here is assuming that someone that worked in education for almost two decades, and has achieved extraordinary results in the mean time, doesn't have any clue about education in general.