, 20 tweets, 4 min read Read on Twitter
I agree with about 90% of the advice in this. All the points about scale and know what scale you need in terms of tech and employees is spot on.

hackernoon.com/four-startup-e…

But I do think there's room for outsourcing in startups obviously, for certain non-unique needs. 1/20
One of the issues I solved in my career was understanding where I belong in a company's path to maturity. I belong mostly in early to mid-sized scaling. The problems I excel at solving, and the ways I solve them, make the most sense at those stages. 2/20
Finding companies who can accurately assess their scale needs is a different matter. People often think hiring people good in a 50 person organization will get them to a 50 person organization.

That only works if a person good at 50 people is ALSO good at say 5 people. 3/20
Part of this reasoning is many people in later startups have had to deal with the technical debt left from when the company was five people. There's this contempt for predecessors for doing such a hacky job.

THAT JOB IS WHY YOU ARE ABLE TO EXIST AND HAVE 50 PEOPLE. 4/20
You hear all these stories about companies that had to reengineer their product because it was starting to become an issue. Compare how many of those stories come from successful companies versus how many unsuccessful companies blame technical debt for failure. 5/20
Most discussions of preventing technical debt in a startup in relationship to crash in burn resemble this. Survivor bias and focusing on the areas less likely to kill you. 6/20
Technical debt really kills less startups than you think. If you think you're going to be an overnight success and are worried about a "success failure", you're worried about a fantasy problem.

No users is more likely than too many users. 7/20
Startup engineering is different. It requires people who are willing to take expedient shortcuts and hacks in order to GTM while managing debt levels. It's not for everyone. It requires people who are okay with saying, "that's good enough, let me go solve the next problem." 8/20
Now let's come back to outsourcing and how @ServerlessOpsIO fits.

I don't believe in outsourcing core product needs except in certain circumstances. eg. An MVP to test the market so you can acquire funding or to test an idea before you're ready to commit to FTEs. 9/20
Your MVP and GTM product don't need to be the same thing in all cases. You can throw out your MVP. Most people seem not to get this advice. They suffer from this sunk cost fallacy IMHO. 10/20
However, infrastructure is not a core part of your product in the early days. It's a detail. Most startups need the following that they can afford:

* compute
* storage
* database

11/20
I didn't include a lot of things, even CI/CD, because the amount of startups which survive without it is much larger than you think. 12/20
Infrastructure is a detail. Sure, you might need AI/ML, blockchain, or whatever offerings but most don't. If you're spending a ton of time debating what cloud provider to use you're doing it wrong. Pick the one you know best or can easily find resources for. 13/20
This way you can live to the point in time where probably a fraction of the issues you thought you might have are even real. 14/20
Yes, @ServerlessOpsIO favors approaches it can use across clients. That's because a large number of startups don't have unique AWS needs. What you get is work that's potentially been used elsewhere. 15/20
The result is:

* faster implementation times
* issues and constraints largely known
* future fixes or solutions from work with other clients
* reduced labor costs leading to money elsewhere

16/20
Our sweet spot is with teams where AWS infrastructure is a knowledgeable enough engineer's part-time job. Remove their part-time toil and hand it to an expert who can do more in that same limited amount of time. 17/20
Q: But what is you scale to the point that infrastructure is no longer a detail?

A: Just like as a startup employee, I know my scale points. I'll will be happy to work with you to 1) hire a replacement 2) ensure a smooth handoff. 18/20
Embracing churn is built into our business. We're not there to just engineer, we're their to see you grow into a success too! Getting you to your next scale point is a major accomplishment and makes us happy. 19/20
If you've made it to this tweet we've obviously resonated with you. Take a look at our startup services! And if not right for you, pass it along to someone you know who's engineering team isn't quite yet read for that ops hire but needs expertise.

serverlessops.io/services/start…

20/20
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