When Engineering Budget Managers see their AI bills rising, they will fire the bottom 5-10% every 6-12 months and increase the AI assistant budget for the high performers, giving them even more leverage.
In my case, over the last 3 years, every dev who left was not replaced. We are doing more than ever.
Our team shrunk by 50% but we are serving 200% more customers. Every time a dev left, we thought we're screwed. We just leveraged AI more and more. We are also serving our customers better too with higher retention rates. When we onboard a customer with custom demands, we used to have meetings about the ROI. Now we just build the custom demands in the time we took to meet to discuss whether we should even do it.
Today, I maintain a few repos critical to the business without even knowing the programming language they are written in. The original developers left the company. All I know is what is suppose to go into the service and what is suppose to come out. When there is a bug, I ask the AI why. The AI almost always finds it. When I need to change something, I double and triple check the logic and I know how to test the changes.
No, a normal person without a background in software engineering can't do this. That's why I still have a job. But how I spend my time as a software engineer has changed drastically and so has my productivity.
When a software dev say AI doesn't increase their productivity, it truly does feel like they're using it wrong or don't know how to use it.
Could you provide some details on your company, code base, etc? These are wild claims and don’t match the reality I’m seeing everywhere else.
How big is your team? How many customers? What’s your product? Can we see the code? How do you track defects? Etc.
Part of the reason I’m struggling with this is because we’d be seeing OpenAI, Anthropic, etc. plastering these case studies everywhere if they existed. Instead, I’m stuck using CC and all its poorly implemented warts.
Not OP, but I am seeing this in my current company.
Companies are charged per token, which means heavy AI users deliver more and stress budgets. They recently announced significant payroll costs over the past ~3 years.
Those savings I think will partially be reclaimed by AI companies, enabling the high performers more ai model usage.
> Today, I maintain a few repos critical to the business without even knowing the programming language they are written in. [...] No, a normal person without a background in software engineering can't do this.
Of course they can - if you don't know any of the tech-stack details (i.e. a "normal" user), why can't someone else who also doesn't know the tech-stackc details replace you?
What magic sauce do you possess other than tech-stack chops?
In the future, they might be able to. Not yet though. I still have a job.
When a non software engineer can build a production app as well as I can, I know I won’t be working as a software engineer anymore. In that world, having great ideas, data, compute, and energy will be king.
I don’t think we will get there within the next 3-4 years. Beyond that, who knows.
By those metrics, Microsoft lost 20% of it's value due to hopping on the AI coding assistance train.
I'm not saying it is the case, just making it apparent how unreliable it is to measure productivity by comparing what's happening at the lowest level in a company to its financials.
My issues with the super posts is its really hard to grep for relevant information.
I've tried asking ChatGPT to recommend projects based on my interests, but ChatGPT heavily hallucinated or projected my interests onto irrelevant projects (for example, a project might be about developing a new programming language and chatgpt was like, "you could use this in your soap making hobby!").
The Who's Hiring posts have community sponsored indexers and its easy for me to query job titles relevant to me, but keyword search is not as useful here.
Author here. Good point—OpenSearch (which is based on FAISS) is actually included in the VectorDBBench results, so you can see how it compares there.
That said, horizontal scaling for vector search is relatively straightforward; the real challenge is optimizing performance within a given (single-node) hardware budget, which is where we've focused our efforts.
What better alternatives do we have? Not tying my account to a phone number, but rather saving thirteen words, is exactly the UX I've always desired. I don't even need privacy, but I hate losing things when I inevitably lose my phone number.
Perhaps you're thinking of Bunnie Huang, who wrote a book about reversing the xbox. I love Bunnie because he seems to be in it for the joy and the sharing of information.
Geohot (IIUC) hacked the iphone because apple didn't allow devs to run their own code at launch, and the playstation because sony removed the ability to run linux on the console. I love geohot because he seems to be in it to stick it to the man.
These days, most employees getting nothing out of the deal is par for the course for acquisitions, unfortunately. The acquisition price is almost never exchanged directly for shares in the company as implied, often a chunk of it is kept for key personnel retention, etc. Typically just enough goes towards the share purchase to make investors happy, and the rest is structured as incentives for founders and key execs with milestone payouts. That‘s the set of people with leverage towards making the acquisition happen, so that‘s who gets paid.
If you‘re just a regular employee with some options, and the acquirer doesn‘t want to keep you on, you should expect nothing.
> Typically just enough goes towards the share purchase to make investors happy, and the rest is structured as incentives for founders and key execs with milestone payouts.
So they're getting the employees' shares without compensating the employees?
And there's incentives paid to the people who approved the deal, separate from their shares?
(I've heard of liquidation preferences, but never by the person making a job offer with stock options. Bribery also never came up.)
Yes, and yes. The sibling comment here about liquidation preferences is correct, and these separate incentives are usually structured as retention incentives — eg, compensation for future work with the acquiring company.
Shareholders are of course free to sue the board for acting outside of the interests of the shareholders overall, but this happens very rarely because typically the company would otherwise be shutting down and it’s very hard to make the argument that the deal undervalues common shareholders’ shares.
Because “shares” are not all the same. Preferred vs common, so unless you negotiated some kind of preferred share terms, assume your shares are worthless. For a non publicly listed company. For a publicly listed company, the details are all publicly available, so the different types of shares will have their different prices be easily available to see.
If that's true, when a startup is making you an offer for ISOs of common shares, and explaining it... how likely are they to know that, in event of a successful exit for the startup, your shares would be diluted and preferenced to 0 value?
(The two most recent offer equity components I accepted were "2%" and "a million shares". On the latter, an upper exec did a kind of deal-closer meeting for their offer, showing me a spreadsheet, estimating how much the options would be worth if there were an exit in X years at $Y valuation.)
> If that's true, when a startup is making you an offer for ISOs of common shares, and explaining it... how likely are they to know that, in event of a successful exit for the startup, your shares would be diluted and preferenced to 0 value?
If they have any experience, or even just browse a forum like this, they should be 100% likely to know. The person on the opposite side of the negotiating table has a goal of giving you as little as possible in exchange for your work (and vice versa).
There's double trigger RSUs and so on that allow you to have reasonable tax treatment, due to the theoretical threat of loss if liquidity isn't available. I worked at a company that had this at least while I was there.
I was a regular SDE at brex for a couple years and my various documents about comp say I have RSUs, and carta says so as well.
I've never bothered to understand the details since none of the private companies I've worked for have had the non-cash portion of their comp be worth anything but $0 before.
ISO options have to expire within 10 years of when they are granted. Sometimes companies make them expire earlier than that, so OP might be thinking of options they were granted. E.g. I once had options that expired 30 days after ending employment even thought the ISO requirement is up to 90 days.
You have to exercise the options or let them expire. You normally have 10 years not 7, but if a company comes up on 10 years after they issued their first options, they might try a tender offer to buy some employee shares. If your 10 year old "start up" shares can't be sold anywhere, then they probably aren't worth exercising. A company that can't provide liquidity to employees for 10 years will probably never do it.
While I don't think it's the case here, but a lot of time there is more liquidity preference than the deal value so employees can only get what investor want them to pay.
As a 152lb American male, I weigh 11% less than the average American woman.
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