When symptoms are confused for problems. 😫 Companies typically don't know how to onboard and train, period. The pandemic forced remote work, but remote work didn't cause the problems entry-level folks experience—it only shone light on and magnified them. 🧵 Entry-level folks are struggling more now because remote work gave companies access to a global talent pool and the ability to continue ignoring their mentorship and training gaps by throwing money at the problem.

Once upon a time, I gave my resignation notice to my boss. During my transition, we actually had some productive feedback conversations, and he remarked, "This is great stuff, how come we didn't do this all the time?" Well, there were two reasons... 1. When someone resigns, they usually have no more shits to give, so the power dynamics change. What's the worst that can happen by giving candid feedback? They fire you?

But consider this: How does your company culture disincentivize people from giving meaningful feedback?

After six weeks of fresh air and house projects (and one really bad sunburn), I'm starting up my job search for a software engineering leadership role.

I'm a serial small company person, and have built and grown engineering teams primarily in the start-up space. About me... 👇 Disciplines I've managed: web, frontend, backend, SRE, mobile, QA, IT, infosec, and a bit of technical support, in both consumer and enterprise software orgs.

My experience skews heavily towards recruiting, operational excellence, and career development.