Quotes from @BowTiedStack, writing on how to W2-max in your tech career, build wifi-money, and escape; & occasionally Canada 🇨🇦. Powered by @PoasterApp.
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My primary account got banned, working on a fix but will be posting from this account until it gets sorted out.
RT & follow here if you followed @BowTiedStack.
Thank you for your attention to this matter!
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Locked out of my main account @BowTiedStack for the next week for justified fed posting.
Find me here until then!
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Want more? Read the full article below:
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While some may see it as a limitation compared to OpenClaw, I see the lack of a Skills marketplace to be a distinct advantage to Hermes.
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Want more? Read the full article below:
bowtiedstack.com/p/ai-roundu…
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The pragmatic philosophy of Nous Research and less romantic, ideological view of current model capabilities shows up again and again as you use Hermes for more complex tasks.
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Pushing the rewrite hard against the stated preferences of the current users, growing resentment and animosity between his team of maintainers and their users which fractured the engineering organization. Warring factions opened debates in Slack and would take pot shots in meetings, leadership stayed out of it assuming that the staff engineer could handle it and smooth things over as necessary.
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For some, it's sheer laziness to read and understand what existing code is there and works. For others, there's ideological reasons why they refuse to use the existing code because of their own religiously held technical beliefs. For the cynical, a rewrite is a proving ground for their next promotion and for their team to secure budget runway since their team is now working on maintenance critical work. For many, it's a combination of all of the above.
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After two months of getting familiar with the libraries they'd be maintaining, they declared that the libraries were unmaintainable and would need to be rewritten from scratch or replaced with a similar open source alternative. While it can happen even with lower level engineers, senior and staff engineers are particularly vulnerable to the hubris of encountering any existing codebase and declaring that it is unmaintainable and they must write a truly worthy one to use.
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For any role, if you hire a bad apple, your opportunity cost is their salary paid so far and the lost productivity from if you had hired someone better. With senior and staff engineers, the opportunity cost is higher for both, since compared to a new grad they are certainly paid more, but they also have much higher expectations of positive impact on the organization.
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But why even try? It's just the W2. Unfortunately, you'll be working with people at your W2. If there's a weak or dysfunctional culture, your time will increasingly be spent bickering with them, instead of shipping. The more you have in common, the less you need to ever discuss. It's the water you swim in, there's no need to debate constantly whether it's still wet. Selfishly, the less you need to discuss, the easier you can fade effort, and still appear productive as you ship. If your W2 descends into more hours every week spent on useless social interactions and culture wars, you won't have time to be building wifi-money and planning your escape. For your own self-interest, you'll want to work in a functional, engineering culture. If you don't have one you, you can strive to foster one. If you've inherited one, strive to keep it, warts and all. Chaos is not your friend.
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Unfortunately, few engineering leaders consciously think about culture in a non-LinkedIn, non-cringe, pragmatic way. Sure, the LinkedIn cucks will prattle on about culture for hours if you let them – especially if they are holding a microphone on some panel on stage, but few know how to form, let alone preserve, a high functioning 10x engineering culture. Without a 10x engineering culture, your company surely will slowly die mired in slowing velocity, productivity, and growing insurmountable levels of tech debt, with your 10x engineers jumping ship like rats quarter after quarter. As an engineering culture fades, similar to broader society's culture weakening, the implicit must be explicit. Implicit best practices and values must now be written down, with quarterly HR training to reinforce them. Instead of implicitly knowing what the right thing was and doing it – knowing any stray from the cultural standard will be promptly rebuffed in person or in your PR comments; explicit rules, CI checks, and process will be added to attempt to reap the same fruits from a dying and diseased tree.
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