Jason Cohen

So OK, there's no free lunch.

You pick the one that matches your culture and that you think you can execute better, where you're more comfortable with whatever those downsides are.

But the bottom line is the org chart somehow needs to reflect this focus so that you don't get bogged down again in crap.

So that's some ideas of how to handle the many people problem.

Another people problem, though, for the final thing, of course, because it's all people problems, really.

I mean, there's technical problems, too.

We host millions of websites and have tens of billions of events per day flying around.

So we have infrastructure scale problems, too, or challenges, I should say.

But it's usually people.

And the big thing here I want to emphasize is that when you hire managers or even executives who are people that are building entire departments, you might say building teams, that's completely different than what you've been hiring for.

And let me start with the manager.

So you have, especially when you're small, you usually have the hero developer and that person that does 100 tickets a day.

But the problem is that if they leave or they have a baby or whatever, then that grinds to a halt.

And of course, at scale, we can't have that.

Anything that's important must be a team.

so that when there's some issue there, the company proceeds.

And that means you have to have managers.

And if you think about it, this is going to be a very different skill set.

But engineers in particular don't understand this.

If you ask an engineer, what is a good engineering manager, the first thing they say is?