When I was a kid, I signed up for competitive swimming, classical piano, vocal training, painting, and some more extracurricular activity. My parents were supportive at first but started to question why I'm into many hobbies and have a short interest span.
Then I became interested in programming. It was a brilliant hack because I was touching so many different things yet they were all in the same box, and my parents wouldn't be able to tell how I was splitting my time.
In my 20s, I slept only for four hours. My brain never stopped, even when I'm sleeping. I thought that I was just "cognitively functional". I became addicted to work and stimulation. I had no idea what I was suffering from until I was burned out in my 25.
I wished that I was diagnosed as a kid. The diagnosis made me understand the underlying reason of my behavior. Without that insight, I would be again risking my health. Now I evaluate my actions at every step and don't let my brain be in that cycle.
In the last few years, everyone keeps telling me how much of a different person I am now. I'm being treated and reading. I developed some important skills to cope. It's not perfect and will never be, but I see what I can improve more clearly now.
15 years ago, when I was signing up for Twitter, I had no idea that this medium will help me to cope with my condition. In the last decade, this medium hasn't only connected me to great people, but also gave me something I can consume and contribute to.
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There is a thin window for a startup to be attractive for a very senior FAANG engineer financially. It's either early stage with a lot of equity or late stage before exit. Anything in between is higher risk for less compensation.
If you are hiring a director-level engineer, and want to pay them paper money, the truth is you have to give them a percentage of the company. This is why their more reasonable exit is to start their own companies.
One of my friends told me his rule has been asking 3-5x for pre-IPO, 10x for early stage in equity. Assume he was paid 1M, and he looked at pre-IPO companies... He was targeting 3-5M TC. He got it.
If I'm starting a company:
- No Outlook or Word.
- No one will be in meetings more than 50% of their time, even the execs.
- Day job will take half of your time, the other will be inventing things.
- No heavy planning, we will instead build prototypes and write one-pagers.
- Maintenance is harder than launching new products.
- Reliability and security are the #1 job.
- It's ok to specialize in operations.
- You're empowered to initiate instead of being stuck in an approval queue for years.
- It's ok to fail, we can only succeed once in a while.
- Freedom to move across teams.
- Freedom to move across ladders based on work.
- People are the real asset. The company's capabilities are only a representation of its people.
- Leaders' job is to protect individuals from internal and external distractions.
OpenTelemetry metrics instrumentation library concepts may be leaking to standard libraries, but these abstractions are often too abstract from what developers want to code against.
There are various ideas in OpenTelemetry that are powerful, but not necessarily interests developers. Simple is always harder than complex.
I'm thinking how anything like dumping events with numeric values to set aggregations out of the process and export metrics works okish until you are a mega large tech corp.
When I was a child, I had no idea speed of the light will be a daily matter for me personally. I never thought speed of the light will be one of the biggest limitations I will daily have to think about.
And here is the other part... I had no clue that I'd find the speed of the light to be actually very slow even for earthbound problems. There are times I'm thinking an advanced civilization can't survive with such a limitation.
When we are envisioning about the existence of type II/III civilizations, given the inherit latency, something doesn't really add up. With such a limitation, civilizations should more likely to distributed, branch out and evolve differently.
People don't understand that it's NOT in the evolution path in the majority of the tech companies to become tech unicorns. Think about Netflix. You need a substantially senior engineering staff to do what they are doing. Even if you can hire, your org structure may fail.
In the last 5 years, by working at two public clouds, I constantly felt like going backwards in time in terms of "the edginess" of the projects I'm working on. We want to meet the majority of tech where they are.
We have many opportunities to go beyond where we are but it doesn't produce results and causes a type of burnout due to lack of mass adoption & existential crisis. It's a sometimes a challenge to balance to keep inventing and ensure what we invent is not alienating the industry.
I have the scars of being a person who carried herself from place to place while still trying to be fruitful and contribute to the society. If you are going to be offended by my voice, I don't know how I can help you.
When I was watching a 9/11 documentary, something got stuck with me. One of the survivors said the trauma they went through will never heal, it's now a part of their identity. That's when I realized that a scar can become a part of your identity rather than a part of your past.