Cal Henderson
speaker
260 appearances
1 recordings
1 series
first heard Mar 2022
last heard Mar 2022
Cal Henderson’s voice in public audio — every appearance, attributed to the second.
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New technology, different orientation to how you build it, different ways of building, and you're a constant series of overlapping migrations.
And I think that
as technology companies and products become mature, become more complex
It is a figuring out the right level of investment between that kind of health investment and maintainability versus new product innovation and new product features is difficult.
You want to keep that balance right such that you're able to continue to be agile on the front end with functionality, as it were, because the otherwise someone new, someone small is going to come along who has absolutely no technical or product debt.
They're going to build something.
something new and you know, and come and and come and eat away eat away your customer share.
And the ability for us to to be able to move quickly and respond to changes as they come up is is going to be really predicated on how quickly we can prototype and build things on top of the technology platform that we have.
Because as a, you know, now as an incumbent in the space, we have a lot of advantages because we have a big customer base and we have a lot of kind of capabilities, especially for enterprise customers.
But
We need to be able to build and iterate quickly on that and know that we'll be able to five years from now as well.
When we started we were when we started at Slack we're eight people.
Today we're about three thousand.
So it's a pretty significant growth over the last eight, nine years.
And I think the the hardest phase of that well th there's kind of a pu a few interesting phases of that that that are that have been difficult.
I think the probably the biggest
challenge was when we tipped over the kind of 30 or 40 people mark into as a single product, single service company, when we went from everybody knows what everybody's doing every week and what everybody's role in the company is, tipped over to that point of there's multiple things happening in parallel, nobody can know, you know, nobody knows everything that's happening, or at least most people don't know everything that's happening, and you don't, you know, you don't know
necessarily work with everybody else on a daily or weekly basis.
You know, the point at which we had to go from having an engineering team into an engineering organization with multiple teams, in my case for for engineering.
And that it seems kind of
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