Kurt Mackey

Yeah. Now, this gives me a lot of reassurance as a leader, actually, because I wasn't sure before we ran this last, we call them snapshots, right? This last kind of benchmarking survey and data collection exercise. I really wasn't sure. I was very pleasantly surprised by how good things are right now. I mean, that's what I would expect out of myself as a leader, right? But I wasn't sure.

Yeah. Now, this gives me a lot of reassurance as a leader, actually, because I wasn't sure before we ran this last, we call them snapshots, right? This last kind of benchmarking survey and data collection exercise. I really wasn't sure. I was very pleasantly surprised by how good things are right now. I mean, that's what I would expect out of myself as a leader, right? But I wasn't sure.

Am I just thinking we're good? Is it actually terrible working here? Or are we actually as efficient? Are we actually kind of at that high level of efficiency that I would expect out of the way we do things here? And we are pretty efficient. So it's good to see.

Am I just thinking we're good? Is it actually terrible working here? Or are we actually as efficient? Are we actually kind of at that high level of efficiency that I would expect out of the way we do things here? And we are pretty efficient. So it's good to see.

Yeah. I mean, the project direction, you know, that's on me. And yeah, I mean, some of you were asking earlier, like Pareto's principle, but like some of these are trade-offs, right? Because yeah, we can improve that, but that would involve a little more process, which would cost time and money. And given that it's already actually very good, you know, is it,

Yeah. I mean, the project direction, you know, that's on me. And yeah, I mean, some of you were asking earlier, like Pareto's principle, but like some of these are trade-offs, right? Because yeah, we can improve that, but that would involve a little more process, which would cost time and money. And given that it's already actually very good, you know, is it,

There's just like it's more like something we want to keep in mind and be aware of so we can just lean in a little bit more there. The code maintainability, like that's already something we're really focused on. So that that was like validating is, you know, that's something we need to continue focusing on is.

There's just like it's more like something we want to keep in mind and be aware of so we can just lean in a little bit more there. The code maintainability, like that's already something we're really focused on. So that that was like validating is, you know, that's something we need to continue focusing on is.

Good question. Having clear patterns. I mean, just really pretty strict code review. And not just code review, but just making sure. I don't know if you've seen Addy Osmani's post. Code is like a love letter to the next developer.

Good question. Having clear patterns. I mean, just really pretty strict code review. And not just code review, but just making sure. I don't know if you've seen Addy Osmani's post. Code is like a love letter to the next developer.

Yeah. So that's in our onboarding doc for engineering. It's like, look, the only thing that matters here when you write code is like, how easy is it for the other people on the team to understand that code? And we really try to make decisions on how we build things around that principle. So it's good to see that then reflected in in the data, right?

Yeah. So that's in our onboarding doc for engineering. It's like, look, the only thing that matters here when you write code is like, how easy is it for the other people on the team to understand that code? And we really try to make decisions on how we build things around that principle. So it's good to see that then reflected in in the data, right?

People are saying that it is easy for them to understand and modify other people's code here. So that's one of the ways, but yeah, it's a lot of hands-on like driving that principle forward, right? We've, I've vetoed a lot of technical decisions, introducing new technology based on that principle that every new technology we add, every new pattern we add is something else.

People are saying that it is easy for them to understand and modify other people's code here. So that's one of the ways, but yeah, it's a lot of hands-on like driving that principle forward, right? We've, I've vetoed a lot of technical decisions, introducing new technology based on that principle that every new technology we add, every new pattern we add is something else.

Someone else has to learn and is going to slow them down.

Someone else has to learn and is going to slow them down.

So get this. I'm looking at the data. So when I look at our core four, we are above industry P50 for speed, effectiveness and impact, but not quality.

So get this. I'm looking at the data. So when I look at our core four, we are above industry P50 for speed, effectiveness and impact, but not quality.

When I look at our second, some of the secondary metrics, so perceived speed and perceived quality, we are also above P90 on all of them except quality. So, yes, I think we are. We do sacrifice a little bit of quality for the sake of speed. And I mean, that's the data shows that very clearly.

When I look at our second, some of the secondary metrics, so perceived speed and perceived quality, we are also above P90 on all of them except quality. So, yes, I think we are. We do sacrifice a little bit of quality for the sake of speed. And I mean, that's the data shows that very clearly.