Eric Müller

Bringing on a DevOps team is challenging, particularly with what I do. No one's going to hire me and my team to have a full-time DevOps person for the length of the project. They need that DevOps person, but they don't need them 40 hours a week for 20 weeks. It's hard to keep someone busy, particularly when maybe two or three projects have to start at once. How do I scale that?

Bringing on a DevOps team is challenging, particularly with what I do. No one's going to hire me and my team to have a full-time DevOps person for the length of the project. They need that DevOps person, but they don't need them 40 hours a week for 20 weeks. It's hard to keep someone busy, particularly when maybe two or three projects have to start at once. How do I scale that?

Bringing on a DevOps team is challenging, particularly with what I do. No one's going to hire me and my team to have a full-time DevOps person for the length of the project. They need that DevOps person, but they don't need them 40 hours a week for 20 weeks. It's hard to keep someone busy, particularly when maybe two or three projects have to start at once. How do I scale that?

And because the nature of DevOps goes up and down, how do I ensure that I can get hired guns back? Because I don't want to constantly meet new people and get them used to the way that we work and teach them how we're using Terraform. But if I don't have them on my staff, I have no guarantee I'll ever see them again, no matter how much they like working with me.

And because the nature of DevOps goes up and down, how do I ensure that I can get hired guns back? Because I don't want to constantly meet new people and get them used to the way that we work and teach them how we're using Terraform. But if I don't have them on my staff, I have no guarantee I'll ever see them again, no matter how much they like working with me.

And because the nature of DevOps goes up and down, how do I ensure that I can get hired guns back? Because I don't want to constantly meet new people and get them used to the way that we work and teach them how we're using Terraform. But if I don't have them on my staff, I have no guarantee I'll ever see them again, no matter how much they like working with me.

DevOps is just the hardest area to manage, to scale, to keep those people engaged, to keep them busy, to justify that expense. And I think you have to get to a certain size before that becomes an easier lift.

DevOps is just the hardest area to manage, to scale, to keep those people engaged, to keep them busy, to justify that expense. And I think you have to get to a certain size before that becomes an easier lift.

DevOps is just the hardest area to manage, to scale, to keep those people engaged, to keep them busy, to justify that expense. And I think you have to get to a certain size before that becomes an easier lift.

There are a number of folks that I have worked with, not just at Presence, but at other companies who I brought on board, I mentored them, and they've gone on to do great things. I know folks who are running their own engineering teams now. I know folks who started their own consultancies.

There are a number of folks that I have worked with, not just at Presence, but at other companies who I brought on board, I mentored them, and they've gone on to do great things. I know folks who are running their own engineering teams now. I know folks who started their own consultancies.

There are a number of folks that I have worked with, not just at Presence, but at other companies who I brought on board, I mentored them, and they've gone on to do great things. I know folks who are running their own engineering teams now. I know folks who started their own consultancies.

I know folks who just went to other companies that are doing the same thing, but they wanted to be on the product side. That just makes me so proud. There's just something about helping someone grow and that they get to a point where they feel like they can't learn anything more from me. It's sad on one hand, right?

I know folks who just went to other companies that are doing the same thing, but they wanted to be on the product side. That just makes me so proud. There's just something about helping someone grow and that they get to a point where they feel like they can't learn anything more from me. It's sad on one hand, right?

I know folks who just went to other companies that are doing the same thing, but they wanted to be on the product side. That just makes me so proud. There's just something about helping someone grow and that they get to a point where they feel like they can't learn anything more from me. It's sad on one hand, right?

But on the other hand, it makes me feel good because it's like they've gone as far as they could and they want to go somewhere else. They want to run their own team now. And I'm very proud of that.

But on the other hand, it makes me feel good because it's like they've gone as far as they could and they want to go somewhere else. They want to run their own team now. And I'm very proud of that.

But on the other hand, it makes me feel good because it's like they've gone as far as they could and they want to go somewhere else. They want to run their own team now. And I'm very proud of that.

I remember one time where we had a deadline, we had overcommitted. This is when I was actually working a mechanism and we had overcommitted. There was an expectation that the work was going to be, that we were going to get a release out that day. And everyone was willing to work till midnight. But the expectation was we're going to get the release out. And it's about two o'clock in the afternoon.

I remember one time where we had a deadline, we had overcommitted. This is when I was actually working a mechanism and we had overcommitted. There was an expectation that the work was going to be, that we were going to get a release out that day. And everyone was willing to work till midnight. But the expectation was we're going to get the release out. And it's about two o'clock in the afternoon.