Was invited to join one of the largest EU tech lead/CTO communities.
Looked through the list: ~95% of the members are men. I declined to join a club like this.
Here I am wondering if 1. No other CTO member noticed this 2. If they did: why did they not do anything about it?
Unfortunately, this club showcases one of the sad state of the EU tech leadership community.
I was once invited to an Ams CTO dinner. It was 30 of us, men. The organizers did not invite a single woman eng leader: yet they invited me, a simple engineering manager (not CTO)
The irony is there are plenty of women leaders, engineering managers.
Not a single club member invited them to this organization. Oh, did I mention how the organization's name rhymes to alphamale?
“But it’s a pipeline problem.”
I disagree, and so do several other engineering leaders who all shared how they built diverse teams.
How many of the practices listed here are you using?
I cannot shake the similarities between the Dotcom Boom and web3:
- Huge hype
- A technology most people don’t understand
- Few practical/real-world use cases
- Incredible returns in the span of months (then: IPOs. Now: tokens)
- Lots of naysayers
- Celebs/influencers involved
For the Dotcom Boom, there was the Dotcom Bust.
It’s impossible to predict if this will follow: but I do predict a crypto winter. All crypto startups need hypergrowth in users/revenue to survive & success depends on mainstream adoption.
I expect some adoption: not mainstream.
Some characteristics are similar:
Dotcom Boom companies paid a *lot* more for employees, with the expectation of becoming millionaires in 6-18 months.
Same thing is driving the hiring success for web3 companies who are burning cash like there’s no tomorrow, paying above market:
One very interesting trend I’m hearing: everyone is struggling to hire senior engineers, designers, tech leads.
Except.
Some well-funded web3 projects that are smashing it thanks to excitement, cash compensation + (token)upside.
Keen to learn more on this. (DMs also open)
A huge difference to early-stage startup hiring vs early-stage web3 hiring: equity. Startup equity is illiquid till exit (5-10 years)
web3 tokens are liquid as soon as they vest.
Solana founding employees 100x’d in a year, those joining in July already 10x’d. And they can sell!
How do some of these places hire? The opposite of big tech:
“They found me over Discord after they saw my open source contributions. Two chats with founders, no Leetcode. Offered 500% (!!) more than what I make, in USDC. I saw no reason to not accept and now I kinda like it.”
The biggest challenge the software engineering industry has today is not related to engineering.
It's related to teaching.
How can we train (very) junior engineers to get to a level where they are autonomous enough, in a reasonable timeframe? Can we do this in a remote setting?
All the while in the industry, the most experienced engineers are busy building the next framework that does an incrementally better job than before and adds another layer of complexity.
What if these people - naturally suited to teach - would be incentivized in doing so?
You don't need to look further than web development to see the contradiction.
Take React.
The API is ever-changing. Documentation is lacking. Onboarding is non-existent. Junior engineers are overwhelmed trying to learn the ever-changing React as their first frontend framework.
As with any new technology, the earlier the days, the more the churn (meaning things change more rapidly).
E.g. if you got into rich web apps 8 years ago, you would've learned Knockout, Angular, Backbone, and many others... until today, where e.g. React, Vue, Next are prominent.
Are the best rich web app developers/frontend developers those who got in early enough to use Knockout and Backbone?
I'm not so sure. But what I do know is this:
If you're a software engineer who keeps learning, you'll have no problem picking up web3 / React / anything else.
Coming from the person who built Uber in NYC from the ground up, I’m a bit surprised.
Uber as a concept has been successful because of the central entity that was always accountable. Customer support & fraud detection was always central and key to Uber gaining trust.