Adyen is a company with €500K/year revenue per employee and €314K/year profit per employee.

They have a 63% profit margin, making €630M EBITDA on revenues of €1B.

And they complain of "young companies with deep pockets" paying developers a lot more than they do in NL.
Adyen business is at Netflix, Google, and Mastercard levels of profitability. It's a money-printing machine.

But instead of paying for software engineers like these companies do, they try to hire the same skillset, but at a steep discount and are surprised it's hard to do so.
Sources on Adyen's numbers:

2021 H1: 61% EBIDTA adyen.com/press-and-medi…

2021 H2: 64% EBIDTA cnbc.com/2022/02/09/ady…

We're talking about a company that could triple pay for all its staff of only 2,000 people and still be protitable.

Instead of complaining... follow the market?
A little more context on why the Adyen CEO is "inconvenienced":

I'm told that in 2021, Adyen hired more than 100 software engineers. Yet their engineering headcount only increased by 4, versus the start of the year.

Despite the hiring, they were (are) bleeding engineers.
To put Adyen’s incredible profitability in context: they had a 63% EBIDTA-margin in 2021.

Netflix: 63%
Meta: ~45%
Google: ~35%.

They are one of the most profitable companies in the world - similar to Netflix -, and yet complaining how expensive hiring software engineers are.
An interesting question: why would an experienced and good CEO publicly blame the hot market to hire software engineers within The Financial Times?

A likely explanation: it’s a message to investors, preparing a large raise for tech within the company to respond to this market.

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More from @GergelyOrosz

Feb 12
“Quit your job to make money online” is gaining momentum. But most stories are of people selling you their own courses.

The reality is you need to build a profitable business to make a living if you quit. Right now there are more cheap B2C marketing channels with social media.
We’ll see an explosion of profitable online small businesses built on top of cheap social media as a distribution channel. There’s an opening for this strategy for the next years.

But it’s not easy & the majority will not succeed (unit economics & attention economy economics).
The economics for “tech creators” (those quitting a sw eng job) is tough.

To make $300K/yr (a sr eng comp at a big tech in US) you need ~ 3,000 customers/year if you sell something for $100/year. That’s ~30,000 leads at a 10% conversion, and 3M impressions at a 1% conversion.
Read 5 tweets
Feb 12
Something that should terrify Adyen, on a collision course with Stripe:

In 2021, Adyen hired >100 software engineers. Yet, by the end of the year their eng headcount stayed almost the same.

Stripe hired hundreds of engineers in 2021, almost doubling their eng headcount by EOY.
The root cause on the differences? Compensation, on the surface. The mindset of maximising profits and minimising people expenses (Adyen) vs investing in the future (Stripe).

Adyen also pays on a lower tier (bottom of Tier 2), Stripe top of Tier 3: blog.pragmaticengineer.com/software-engin…
To give very specific examples on the compensation differences. Same position, similar skillsets, engineer in Amsterdam, total comp (base salary + equity + target bonus):

Sr engineer: Adyen €125K/yr, Stripe €280K/yr.

Staff eng: Adyen ??, Stripe €400K/yr.
Read 7 tweets
Feb 7
Interviewer: "Where do you see your career headed?"

Candidate: "I want to be a software architect."

I: "Why?"

C: "Honestly: I'm getting tired of coding. I'd like to do the planning, others implementing my ideas."

I: "Let me be frank. We don't have this kind of role here."
The above was an actual conversation I had with a candidate.

Wanting to become an architect to fully get away from coding is either:

1. A sign of poor organizations where this is how architects work.

2. A huge disservice for everyone involved.
Don't get me wrong: it's fair for anyone to get tired of coding. Luckily, there are more career paths that can accommodate staying technical, but without coding. Both TPM (Technical Program Manager) and PM (Product Manager) are paths that might be good options in this case.
Read 4 tweets
Feb 6
This is the third, similar message I receive about a senior engineer having a fantastic interview experience with @Fonoa_HQ (I’m an investor).

I asked them what they’re doing differently.

“Everything. We’re creating the process we wish we had. And we keep iterating on it.”
Their current interview process:
- No Leetcode-style interviews (coding in a vacuum)
- No coding for senior hires: opting for conversations instead
- Managers spend 30-50% of their time on hiring, and making the process better, at this stage.

fonoa.com/careers#open-r…
Fonoa is a reminder that as a startup, your advantage is to not copy Big Tech interview processes.

The same 12, non-personal hoops many people will gladly jump for the opportunity to work for Google: they won’t for a small company.

Yet so many startups imitate Google’s hiring.
Read 4 tweets
Feb 6
“I’m a dev on a small team and we’re still looking for Product Market Fit. What are the best ways I can add value?”

My advice (thread):

1. Understand what PMF means. How is your team/company measuring it? How will you know if you’re on the right track? This is CRITICAL.
2. Once the goal is clear, throw away conventional build-to-scale engineering approaches. Prioritise getting feedback on something that’s “good enough”. Iteration speed >> engineering quality *at this stage*.
3. Talk to customers. Get involved in customer support. Ask customers why they stopped using your product. Offer to do a cal with them.

Until you have PMF, as an engineer you need to understand your customers more than ever. This is just as important as building.
Read 9 tweets
Jan 29
Nothing is black and white:

- For founders who can raise their pre-seed/seed outside YC, YC is typically not worth it any more.

- For founders with no existing network, YC can be worth it.

- For outside US companies, YC is often still very much worth it (both prestige & terms)
I know an increasing number of founders who deliberately skipped YC b/c of the terms. It’s a privilege they had.

Also, @theryanking is right about this:

If you sell to startups, YC makes it easier, early on. But without YC, you’re *forced* to learn to sell better. This is good!
A note on outside US startups:

I believe this is a massive growth area for YC.

The VC ecosystem in EU, Asia, Africa is very poor compared to US. YC’s terms are more than generous here, and they still give outside US startups an unfair advantage in their region, all-round.
Read 4 tweets

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