ChrisCinelli

I remember this one: https://play.google.com/store/apps/details?id=com.hakjav.hel...

So you do not have need of innovation?

Usually a company with software need to develop new features, reengineering to reduce infrastructure costs and improving performance bottlenecks, maintenance, etc. Do not you have that in your company? And if you do, who is leading those initiatives?

Did you use this for due diligence to verify that the data reported by the entrepreneur in the pitch was good or you were looking at some companies in a specific space and checking the company that has more orders?

What changed in you 30s?

Sure, "good person" may sound generic. But he is still a good person trying to do the right things. To me it sounds like the board is afraid of being sued and needs to clearly appoint a scapegoat.

Well, they must have believed that leaving Sam as CEO was a bigger risk for the company than having him leaving in the spot. Or the board had their hand twisted. What is easier the case?

Well, they must have believed that leaving Sam as CEO was a bigger risk for the company than having him leaving. Or the board had their hand twisted. What is easier the case?

I suppose there is a need of a trusted 3rd entity that runs the service.

Otherwise anybody could run the service and pretend that anybody else signed any documents they want at any time they wanted.

I am not familiar with DocuSign internal but it looks like people are identified by their email. So only if you can click the link received in their email, it can be them.

I guess a problem with DocuSign is still that anybody can sign up for a new email and pretend to be anybody they want.

If it is RED blood, it is a vein that breaks when the your stool passes. Most likely hemorrhoids.

The problem is when you have BLACK blood in the stool. That may be an internal bleeding.

I am not clear how "all the points you brought forward also apply to the manufacturer firmware"

Regulation seldom proves to be the ultimate remedy.

The true catalyst for change lies in cultivating informed consumers who wield their purchasing power to support manufacturers committed to security.

If a law has to be put in place, ensure that every marketing advertisement and article concerning a device explicitly states the duration for which it will receive regular updates.

Openwrt is not the best example. Community sucks, some routers are full of bugs and the security is not great either.

In general even if I like open devices and having the option to use my own software, this is not a solution for most of the consumers.

It is not a solution even for the enthusiast that know how to flash their own firmware. Because even if they may do it a few times initially, eventually they stop doing it.

You need a system that can update automatically even when you are busy in another project.

Making "x years of security updates" mandatory is likely to end up in a warning disclaimer every time you turn on the TV after x years: "This device does not receive any more security updates. You may be at risk."

That will either make a large part of consumers paranoid or annoyed. So they will replace a TV that is in perfectly working conditions with a new TV.

Samsung, LG and the consumerist economy would love that!

Very curious! Source?

Probably more in the 90s since the 80s were all about total quality management.

But "companies became a lot more interested in making their shareholders happy than they were in making their customers happy" is the BIGGEST problem with modern capitalism. That is why US is approaching 70% obese population and other dramatic social problems.

The Sieve of Atkin is VERY fast at generating primes between 1 and n.

It asymptotically speeds up the process of generating prime numbers. It has time complexity O(n/(log log n))

https://www.baeldung.com/cs/prime-number-algorithms

Solid advice.

I think you are at a point that require deep introspection. It does not matter what others think. You need to take a day with your destiny.

I wonder why is much more expensive.

https://platform.openai.com/docs/guides/fine-tuning for details on how.

It sounds you have a lot of experience under your belt.

Is it pride and self doubt your problem?

Do you want to be the CEO of a successful company? What do you consider a successful company?

By SV standards a company with 1-4M in profits is a "lifestyle business". Would you be ok with having this kind of business and maybe selling it for an EBITDA multiplier?

Have you consider buying a small company, optimize it and sell it?

Corporate dynamics make shiny object raise up even if it fool's gold.

The real gold is in improving what in bad need of improvement.

The companies that stay afloat are often those that are abundant in people that know what really matter and find a way to do it regardless what the middle management thinks.

When you give people a target and it is the ONLY thing they care about, people find a way to hit it.

So be careful what you measure and you reward.

For every company cash flow and profits is undoubtedly the most important metric. It is almost impossible to argue that maximize those numbers should be a goal.

At the same time when that become the ONLY target that matters, the consequences are dreadful.

At least in US, that is how we ended up with appliances that only last a small fraction of time that used to last 40 years ago.

And even worse it is how we ended up with the food industry creating more and more addicting foods resulting in 70% of the population be obese. And it is how we ended up with a heath system that cost multiples of any other country in the world, that, instead of healing people for good, make them "less sick" addicting them to a few pills for the rest of their life. Because there is no money to be made with a healthy person.

When you build KPIs, make sure you "think a few moves ahead" and you put other correcting metrics and checks in place. At least make sure who establish the metrics is aware of the possible shortcomings and correct them in a timely manner.

Maybe you are jumping to a conclusion too quickly.

How do you know what was really going on?

"He created a requirement that every developer commit two new tests to the code base every workday" seem a stupid requirement if you do not control the quality of the tests.

The same big corporation I wrote above had a goal of 80% code coverage reported on dashboards.

I saw people writing tests just to run lines of code, without effectively testing anything.

Others people were "smarter" and completely excluded folders and modules in the codebase with low coverage from coverage testing.

Code coverage percentage numbers on a dashboard are a risky business. They can give you a false sense of confidence. Because you can have 100% code coverage and be plagued by multitude of bugs if you do not test what the code is supposed to do.

Code coverage helps to see where you have untested code and if it is very low (ex: less 50%) tells you that you need more tests. An high code coverage percentage is desirable but should not be a target.

The real problem is again the culture.

A culture where it is ok to have critical parts of the code not being tested. A large part of the solution here is helping people to understand the consequences of low code coverage. For example collecting experiences and during retrospectives point out where tests saved the day or how a test may have saved the day so people can see how test may save them a lot of frustration.

But again, when you give people a target and it is the only thing they care about, people find a way to hit it.

Without an outstanding company culture, most KPI are almost useless.

While working at a big corporation we had a velocity initiative supposedly aimed to lead the company toward continuous integration.

"How long a PR stays open" was one of the KPI in a dashboard.

I said: "Be careful with that!"

People started to close PRs and reopen new PRs with the same code.

Middle managers and sometimes the person in the division that was the point of contact for the velocity initiative were asking to do that.

The script measuring this KPI was improved to look at the branch and the diff of the code. Result? people changing branch and EOL encoding in the new PR

Learnings? B and C players with questionable ethics screw companies quite rapidly.

In this climate KPIs and aligning them with company values is futile.

While working at a big corporation we had a velocity initiative supposedly aimed to lead the company toward continuous integration.

"How long a PR stays open" was one of the KPI in a dashboard.

I said: "Be careful with that!"

People started to close PRs and reopen new PRs with the same code.

Middle managers and sometimes the person in the division that was the point of contact for the velocity initiative were asking to do that.

The script measuring this KPI was improved to look at the branch and the diff of the code. Result? people changing branch and EOL encoding in the new PR

Learnings? B and C players with questionable ethics screw companies quite rapidly.

If you do not have an outstanding company culture, KPI and aligning them with company values is futile.

Good question. Here a short summary: https://twitter.com/Andercot/status/1685088625187495936