Should You Prioritize Infrastructure Costs?
tl;dr: Varies on whether the company is early-stage, prioritizing growth or profitability. (1) Early stage: If you reduce your infrastructure costs to $0, and it doesn’t increase your runway by at least two months, it’s not worth focusing on. (2) Growth: "The fundamental question is whether infrastructure’s share of cost of goods sold are increasing as a percentage of revenue?" (3) Profitability: Align with the business on dollars spent on infrastructure overhead per engineer.featured in #305
Automating A Software Company With GitHub Actions
- Michael Matloka tl;dr: This post shows how a good CI solution can automate your engineering workflow and help you focus on actual challenges instead of chores.featured in #305
featured in #305
How To Scale A Unicorn-Building Engineering Team (And Stay Sane)
- Gad Salner tl;dr: How can you expand all of your critical engineering domains at the same time? By enabling your "engineers to lead and own your group’s level-up." Gad walks us though a framework where a "task force" - two engineers and a manager from within the eng org - is assigned a domain e.g. monitoring, onboarding, testing. These task forces go through 6 step process outlined here to identify, predict and solve pain points that the org may hit during growth.featured in #304
Emerging Architectures For Modern Data Infrastructure
- Matt Bornstein Jennifer Li Martin Casado tl;dr: "To help data teams stay on top of the changes happening in the industry, we’re publishing in this post an updated set of data infrastructure architectures. They show the current best-in-class stack across both analytic and operational systems, as gathered from numerous operators we spoke with over the last year."featured in #304
On Holistic Secrets Management
tl;dr: If secrets sprawling uncontrollably across cloud secret managers and external platforms sounds familiar, then you need to redefine what managing secrets means at enterprise scale by taking a universal approach. Schedule a demo to learn more from our team.featured in #304
featured in #304
Twin Anxieties Of The Engineer / Manager Pendulum
- Charity Majors tl;dr: Leaving management for an IC role creates anxiety that you may not be able to return to management later on. Charity doesn't think so. If you’re a good manager, you'll improve as an IC and will "spend the rest of your career fending off management opportunities." Moving back to IC also creates anxiety around performing again as an engineer. "After 2 or 3 years of management, it’s pretty easy to go back to engineering. After five years, it gets progressively harder. But it can be done."featured in #303
featured in #303
Embrace Developer Autonomy: How Data Can Help You Stop Micromanaging Your Team
- Hillary Nussbaum tl;dr: Engineering Managers need visibility into what their team is working on, but it's not productive to tap on shoulders or turn every meeting into a status update. Here's how you can get the visibility you need from data that already exists in your engineering workflow, so you can dedicate your 1 on 1s, standups, and check-ins to higher-value interactions, whether that’s team-building, problem-solving, innovation, or professional development.featured in #303