Credits : Forbes

Credits : Forbes


I’m starting up to solve a problem I care deeply about…. Should I learn how to code? Should I outsource development? Should I study computer science? These are questions that every first time entrepreneur asks. Back in 2014, my vehement answer in an article called “Should We Require Computer Science Classes?” was to learn computer science or at least be able to program yourself. The basic premise has been echoed throughout mass media with everyone from Bill Gates to the New York Times to the Estonian Government pushing more students to learn how to code.

And perhaps in the age when cloud computing made it possible for twenty-somethings with an internet connection to create Facebook, this was a good idea. For the past ten years, software really has eaten the world as Andreessen Horowitz and Netscape founder Marc Andreessen proclaimed in 2011: today we call our taxis from Uber, we stream movies on Netflix, and we order food through DoorDash.

Four out of five of the largest companies in America (by market cap) are software driven tech companies and for the past ten or so years, it seemed like studying computer science or at least “learning how to code” was like an El Dorado to becoming “the next Mark Zuckerberg.”

Or if the whole “start up and change the world thing” didn’t work out, there was a relatively paved and uncertain path to a plush six-figure software engineering gig right out of college at a Silicon Valley tech company (Glassdoor reported the average Silicon Valley software engineer’s salary was ~$110k as of July 2017).

What’s to lose?

Coding bootcamps like Flatiron SchoolGeneral Assembly, and Make School arose soon and seemed to promise the impossible — bypass a four-year computer science education to covet a software engineering role in San Francisco after only a few months. Plus with the deluge of venture dollars being deployed into startups (2015 saw$47.2 billion invested), there was always an excess demand for software engineers at high-tech companies.

But now it seems like the very fact that these coding bootcamps even exist prove that software engineering as we know it is quickly becoming commoditized….After all, if a non-engineer can learn software engineering in three months, why can’t that work be offshored or even automated? For this reason among others, many successful coding bootcamps are now closing.

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Credits : Theverge

Credits : Theverge


Pixelmator is best known as the image editor for Mac you buy if you don’t need — or can’t afford — all the bells and whistles that come with Photoshop. Now, the company behind Pixelmator is introducing some of those extra features itself, unveiling a new version of its software today named Pixelmator Pro.

Pixelmator Pro will go on sale later this year for an undisclosed price. (The company told The Verge it wants to make it “as affordable as possible.” By comparison, regular Pixelmator costs $30 on the Mac, while a Photoshop subscription starts at $10 a month.) The new software has a redesigned look and an array of new tools for jobs including retouching photos, creating vector graphics, digital painting, and designing layouts. Pixelmator Pro won’t do everything that Adobe’s full suite can, but it looks to be a big step up from the company’s original software.

“The target audience is pretty much everyone,” Pixelmator’s Andrius Gailiunas tells The Verge. “Our goal has always been to create an image editor that absolutely anyone could use and enjoy. Photoshop (and other apps) do their thing and we do ours.”

Two big updates stand out particularly. One is the redesigned user interface, which the company says is “totally and completely Mac.” In practice, this means less clutter, tabs for switching between different edits in a single window, and the removal (mostly) of floating tool windows in favor of sidebars. There’s also full support for split-screen multitasking, iCloud syncing and backup, and a custom key layout for the Touch Bar on the MacBook Pro.

The other exciting change is a set of new machine learning-enhanced tools, integrated into Pixelmator Pro using Apple’s new Core ML API. These include a new Quick Selection tool that Pixelmator says snaps to boundaries more intelligently than ever before; a feature that automatically labels different layers based on their content; and a Repair tool that will quickly and seamlessly remove and replace parts of any photo.

In terms of functionality, this isn’t a world first. (Adobe’s Content-Aware technology has been doing the same thing for years.) But, it’s notable how new machine learning tools like Core ML are making this sort of feature more widely available. Pixelmator’s team spoke glowingly of Apple’s new API, saying it removed usual development headaches like having to account for different users’ hardware capabilities.

These flashy features aside, Pixelmator Pro also introduces some practical functions missing from the original software, including support for processing RAW images (a must for photographers looking to do professional-grade editing). Again, though, if you compare Pixelmator Pro to other software on the market, it won’t match all the top-level features. That means, for example, you won’t get the same cataloging and indexing functions you get with the likes of Adobe Lightroom.

We will need to test out Pixelmator Pro for ourselves (and see what the price tag is like) but this early preview is promising. The company behind Pixelmator has made its name offering easy-to-use, good looking software at a reasonable price. If the Pro edition continues this trend, it should find a welcome home among Mac users.

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Credits : Thestar

Credits : Thestar


KOTA KINABALU: Six friends here were behind the bits and bytes of the 29th SEA Games.

They produced the software that prepared starting lists, as well as printed out the results of the various events.

Software developer Adrian Nungka led the team, whose members ranged between 24 and 32 years old, and they developed the on-venue results (OVR) software from scratch; starting in April for the Games that took place from Aug 19 to 31.

His company, Adre’s IT, has done an electronic licensing system, as well as mobile apps for real estate firms.

 Adrian’s work was noticed by retired Sabah Computer Services Department director Koh Choon Kong who recommended the team to the company tasked with handling the information and communications technology aspects of the Games.

As each of the sport was unique, the team found their work challenging because it was impossible to have one template that suited all the events.

“We had to develop software for each sport and some were more difficult than others.

“In diving, for example, there were the synchronised and mixed events so we had to write software for each,” said Adrian.

Similarly, he said, the software for tabula­ting the results for rhythmic gymnastics was one of the most complicated because it involved individual and team events.

“There were many sleepless nights and it was mentally draining,” Adrian said, describing the experience.

“But it was also a rewarding experience and we learnt a lot.

“We hope there will be other similar opportunities in the future,” he added.

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Credits : Globenewswire

Credits : Globenewswire

SAN MATEO, Calif., Sept. 05, 2017 (GLOBE NEWSWIRE) — Nlyte Software today announced the appointment of Enzo Greco as the company’s Chief Strategy Officer. In his new role, Greco will focus on new strategic product and market initiatives and expand Nlyte’s leading infrastructure management software solutions.

Greco brings over 20 years of experience developing software solutions. Prior to Nlyte, Greco held vice president and general manager roles for the software unit of Vertiv (previously Emerson Network Power) where he managed the complete data center software suite, including Trellis and Aperture.  Prior to Vertiv, Greco held a wide range of strategic positions at AT&T and IBM. As an entrepreneur, Greco founded and expanded several software companies, the largest of which, Planetworks, was acquired by IBM.

“I have always respected Nlyte’s market leadership in infrastructure management software – echoed recently by the top industry analysts,” said Enzo Greco, Chief Strategy Officer for Nlyte. “I am now very excited to join Nlyte and be part of a dedicated team of innovative technologists committed to producing proven commercial-ready software that continues to have a 98% customer retention rating.”

Nlyte will leverage Greco’s extensive technical and market expertise to further reinforce the company’s leadership and expand into adjacent markets.

“Nlyte continues to invest in and expand our software functionality and the value we provide our customers across the globe,” said Doug Sabella, CEO and President of Nlyte. “We are delighted to have Enzo join our experienced executive team and are confident that Nlyte will benefit from his deep industry expertise while he will enjoy working with an organization dedicated to creating commercial software, ensuring the success of its customers.”

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Credits : Japantimes

Credits : Japantimes


For managers employing workers with mental disorders, it is vital to detect early signs of changes in their emotional and physical well-being and take action before the symptoms become prominent.

A software program developed by a small website design company in Osaka is intended to enable workers themselves assess their conditions while allowing employers to anticipate changes and adopt flexible arrangements beforehand.

The software, called SPIS, was created by Okushin System to support the company’s policy of promoting employment of people with mental illness.

The system has drawn interest from psychiatrists as a possible tool to prevent work-related mental illnesses from worsening.

The company’s president, Manabu Okuwaki, has actively recruited people with mental disorders and found that the conditions of such people tend to change suddenly and drastically.

The finding led Okuwaki to start monitoring these workers systematically, using an online work report into which employees are advised to enter their conditions on a daily basis.

They are asked to answer a series of questions, including whether they have done all they can to avoid mistakes and if they have slept well through to the morning, in a four-point scale from “bad” to “good.”

The software displays the data from the self-evaluation graphically, so changes in their emotional state and health can be seen at a glance.

Okuwaki found through the monitoring that the workers’ conditions tend to flare up following certain symptoms, such as headache, stomachache and auditory hallucination.

The online report system was developed based on views and opinions presented by employees, especially those with mental disorders.

Judging that it had universal value, Okuwaki decided to sell the monitoring system to other companies. He believes that if quick and adequate measures are taken in response to changes in their conditions, workers with mental disorders will not have to quit their jobs.

Consequently, companies can reduce staff turnover, Okuwaki said.

Risa Urata, 30, has been diagnosed with a developmental disorder that makes social interaction or communication with other people difficult.

She started working at Okushin System two years ago and has been in charge of developing the company’s website.

At her previous companies, Urata frequently experienced uneasiness and depression whenever she felt poorly, and stopped going to work.

She said her SPIS data collected at Okushin System showed she experiences a difficult time about every three months.

“I never realized that it comes in a cycle,” she said.

The company now reduces her workload based on the data.

Since 2013, the Osaka Prefectural Government and various municipalities have subsidized business projects undertaken using SPIS.

Established in 2000, Okushin System has received numerous honors for actively employing people with mental disabilities, including an award from Osaka Prefecture.

The federation of associations supporting employment of people with mental illness has mounted a campaign to spread the software at private companies. Roughly 70 companies, mainly in the Kinki region, have introduced the system.

A survey of about 90 workers who used SPIS for three years through fiscal 2015 found that about 80 percent of them remained at work 18 months after they started using it.

Experts feel it could be worthwhile to share workers’ SPIS data with third parties, such as therapists outside their companies, as well as their supervisors.

“Most mental problems at work get worse if relations between workers and their supervisors are poor,” said Teruhiko Higuchi, a psychiatrist and director of the Japan Depression Center. “Although it is too early to talk about its effects, SPIS could work to prevent employees from developing a major mental illness.”

The center’s Rokubancho Mental Clinic in Chiyoda Ward, Tokyo, has started using SPIS to support employees with mental illness.

“We need to search for a more effective way to use the system while confirming its positive results,” Higuchi said.

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Credits : Cnbc

Credits : Cnbc


Britain’s Aveva Group said on Tuesday it had agreed to combine with Schneider Electric‘s software business to create a London-listed leader in industrial software worth more than 3 billion pounds ($3.88 billion).

France’s Schneider will take a 60 percent stake in the enlarged group under the terms of the deal, which is structured as a reverse takeover, the companies said.

The tie-up comes after two abandoned attempts to agree a deal in 2015 and last year.

 Chief Executive James Kidd said the deal would give Aveva a bigger presence in sectors such as food and beverages and pharmaceuticals as well as in its strongholds in oil and gas, mining and marine.

It will also benefits from Schneider’s bigger position in North America, he said.

The collapse of the first tie-up attempt was blamed by Aveva on the “highly complex structure of the proposed transaction” and worries about “significant integration challenges”.

Kidd said on Tuesday that the agreement was “much more advanced” this time and he was sure it would get over the line.

He said Schneider had done more work to separate its software assets ahead of the deal.

Under the terms of the deal, Aveva shareholders will receive 550 million pounds in cash, worth around 858 pence per share, from Schneider and another 100 million pounds, worth around 156 pence per share, from cash on Aveva’s balance sheet.

Shares in Aveva jumped 24 percent to 23.78 pounds while Schneider Electric was up 1.2 percent at 69.75 euros.

Details of the deal were reported late on Monday.

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Credits : Prnewswire

Credits : Prnewswire


PHILADELPHIAAug. 22, 2017 /PRNewswire/ — Stuzo, a leading digital product innovation firm focused on connected commerce within fuel, convenience, QSR, and other retail categories, announced today that it has been ranked #1 by Clutch in both mobile app development and custom software development in the greater Philadelphia region. Clutch is an impartial 3rd party company that interviews real clients, collects data, compares competitors, and publishes rankings to help companies find market-leading firms.

“We are humbled and honored to be named the industry leader in greater Philadelphia,” said Aaron McLean, COO, Stuzo. “This is a testament to everyone on our team that works incredibly hard to make all of our clients successful. The kudos go directly to them.”

Stuzo, celebrating its 10th year in business, designs and builds innovative digital products that drive business outcomes for clients such as Sunoco, P&G, Mastercard, Swarovski, Verizon, Facebook, SEI, and many other world-renowned companies.

About Stuzo

Stuzo is a leading digital product innovation company focused on Convenience Store, Fuel Retail, QSR, and other retail industries, headquartered in Philadelphia with offices in New York City and Europe. Stuzo helps organizations humanize technology by designing, defining, and delivering digital products that drive business outcomes.

Stuzo Fuel Retail and Convenience Assets

Stuzo Connected Application AssetsSM: a set of prebuilt, market-tested app components for iOS, Android, Connected Car, and Wearables, integrated with a set of pre-designed UX flows and UI components utilizing Apple Human Interface Guidelines and Google UX best practices to deliver mobile commerce experiences that are pre-optimized for performance, ease of use, and a great consumer experience.

Stuzo Open Commerce for Conexxus: an open plugin based reference architecture for the rapid delivery of a purpose built MPPA and development of mobile commerce solutions for fuel retailers and convenience stores, empowering a mobile transaction at the pump and in store.

Stuzo QuickStart for Conexxus: an open simulator and dashboard for rapid understanding and testing of Conexxus compliant integrations to mock site systems, payment providers and processors, loyalty providers, mobile food ordering, and virtual mobile app.

C-Store Digital Ranking Platform: a ranking platform delivering the most comprehensive set of research on the digital capabilities of fuel retailers and convenience store operators. Relevant data is updated on a weekly basis and syndicated across leading industry publications.

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Credits : Techcrunch

Credits : Techcrunch


It’s happening. Bit by bit, little by little, I’m morphing from an engineer into some kind of…manager. Oh, don’t get me wrong, I still write code every day; but I find myself spending more and more time in analysis and discussion, in meetings and calls, making higher-level decisions, trying to organize teams, and worrying about strategy rather than tactics.

Of course this is no bad thing. Higher-level decisions tend to have far more impact than the nitty-gritty of individual classes and functions. Making a team more productive has much higher leverage than just making myself more productive. But I like to think I’ve learned a few lessons from my years of writing code. I hope they’ll mostly translate to managerdom. And I hope you’ll pardon the implicit arrogance of sharing them with you:

1. There are no rules; there are only koans

Let me give you an example: DRY, aka “Don’t Repeat Yourself.” It is so well understood as a fundamental rule of software that it often justifies decisions by itself; “I did X because DRY.” It makes sense, doesn’t it? If you have two or more pieces of code which do the same thing, you are being wasteful, and furthermore, if you need to change one of them, you probably need to change the other, and you might forget, and when they get out of sync you’ll get a weird bug, and… and… and it’s obvious that you don’t repeat yourself.

And yet. After some years of applying that rule one begins to wonder about its universal applicability. Suppose you have two methods which contain the same block of code, so you pull that block out into a separate function. All too often, those methods then begin to evolve in divergent ways … so you find yourself adding more arguments to that function, and perhaps more flags to its results … and the coder who comes along next has the cognitive overhead of that separate function, with all its caller-specific arguments and results … and you realize that if you had let yourself repeat yourself, and had let those two blocks naturally grow into separate things, your resulting code would have been vastly simpler and more intuitive.

Does this mean DRY is bad? Of course not! DRY is correct. …Usually. …Under the appropriate circumstances. …Well, maybe. My personal rule of thumb is: “repeating yourself once is OK, more than once is not OK … but that depends on the context.” Because everything depends on the context. The purpose of DRY is not to DRY. If that is what you believe, grasshopper, you still have much to learn. The purpose of DRY is to make you thinkabout DRY. There are no rules; there are only koans.

(Let me reiterate: I’m talking about software. Hardware rules, in my experience, tend to actually be yes-we-mean-it rules. That’s pretty much why I got out of electrical engineering and into software.)

Consider two of my favorite “laws” of computer science. First: “There is no problem in computer science that cannot be solved by adding another layer of abstraction!” Is this true? Well, no, not literally. Is this frequently phenomenologically true? Well, actually, yeah. Does this mean abstraction is the right way to solve any problem? No it does not. It’s a koan. Brood on it.

And my all-time favorite: “The first law of optimization: don’t do it. The second law of optimization (For Experts Only): don’t do it yet.” This of course is explicitly a koan, snarkily referring itself to a law. Is it time to make your code run faster? No. Is it time to make your code run faster? Not yet. What does this mean? It means consider the time, the complexity, the cognitive overhead, the tangible results, the overall goals, the meaning of life, the purpose of human existence. It means: meditate on it, grasshopper. But not for too long. We have work to do.

2. Earn trust by trusting

This doesn’t just apply to managers, although it especially applies to managers, as trust is really the only thing of value that you have; if your fairness, your judgement, your understanding, your good faith, etc., are not trusted, then the rest of your organization will treat you as damage and route around you. Whereas if you’re a capable but untrustworthy developer, you might still have some value, although it’ll be much undercut by the effort spent riding herd on every decision you make.

The larger point is, though: a team needs to trust one another. When Natascia says, “I’ll take care of that ticket,” you have to trust that she will. When you say, “Peter can cut the build before the deadline,” you have to trust that this is true. When someone says, “Listen, I have a crazy idea,” they have to trust that they will be taken seriously and treated with respect, even if the idea is kinda crazy.

How do you build and earn trust? The answer is simplicity itself: you trust. You trust the person who says they can learn this new library and get it integrated by Monday. You trust the person who says they need to leave early and miss tomorrow’s standup because of a family thing. You trust the person who wants to take a week’s vacation a month before the hard deadline because they feel like they’re beginning to burn out. You trust the junior developer who says they’d like to take a crack at the hard problem.

You won’t always be right. Sometimes people do in fact operate in bad faith, and you need to unveil those people and let them go as soon as possible. And sometimes you will trust people who will try in good faith to succeed… and they will fail. But — counterintuitively — this is usually a win, in the long run. Because those people will remember your trust, and they will do everything they can to pay it back with interest.

3. Simplicity is much more important than elegance

I mean, I get it. I love tight, elegant code too. And I love flexible frameworks with so many levels of abstraction that they’re ready to handle, out of the box, whatever change request might be thrown at them. I like using bit vectors and bit shifts and slightly abstruse data structures and that quirky little language feature that isn’t widely known but is so useful under these particular circumstances.

But you’re not writing this code for yourself. Not even if it’s “just a prototype.” (I’ve lost track of how many of my “prototypes” have wound up in production under a few layers of paint and polish.) And you’re not just writing it to solve the current problem. You’re writing it so the next developer who comes along can use it to solve the next problem. If those five lines of code would be understood more readily if they were ten lines of code, you know what, maybe fifteen would be better.

You can try and solve it for them in advance, with a flexible framework full of abstraction! …But maybe prophecy is not your strong suit; maybe your notion of what the next problem is is completely off base. Maybe the best thing is just to make your code dead simple, with a naming convention and a coding style that makes it read almost like English. Maybe instead of adding another class, another file that the next developer has to keep open while trying to follow your flow of control, you should just do things the dumb way, the inelegant way, the simple way.

4. Momentum matters more than most things

We’ve all seen it happen. One week everyone’s checking in code, the build is visibly taking shape, features are being added every day, test coverage keeps mounting higher and higher, Slack is alive with productive ideas and solutions. And the next week … somehow … things seem to have slowed down. A decision is needed on Issue A, which has knock-on effects on Issues B, C, and D, and while people can work on D, E, and F, they aren’t part of the logical sequence of development; more assumptions have to be made, the cognitive load is higher, you have to mock out a bunch of things to get any non-mock code written at all. Somebody needs to make that decision.

Or maybe it’s not decision paralysis. Maybe all that progress you made last week was built on a false foundation of quick-hit technical debt, and you need to stop everything and go back and refactor it, and you need to do it now because the longer you wait, the worse things will get. Nobody wants to hear that. But they’ll like hearing that now better than hearing that next month. Go tell them.

Or maybe last week was too much like crunch and now everybody’s just a little burnt out. You know what? Give them a day off. A whole day off. Each. It’ll save you time in the long run, I promise.

It’s hard to define; it’s hard to measure; it’s hard to talk about. But momentum is a very real thing in software development, and its loss is a leading indicator of some kind of root trouble that needs to be addressed. Don’t ignore it, and don’t hope or pretend it will magically come back. Know the warning signs and act soon.

5. Work with people who complement you, not with people who are like you

Every time I see something about people hiring for “cultural fit,” I roll my eyes violently. You know what happens to most monocultures? They encounter a pathogen they don’t know how to deal with, and they die.

You don’t want all your developers and your designers and your QA people and your product people and your sales people and your executives to be clones of one another. You really, really don’t. Everyone has strengths and relative weaknesses. Everyone has virtues and flaws. You want to hire people for their chief strengths, and let other people’s strengths counteract their relative weaknesses.

Take me. I write code fast, I communicate well and read and write prose ridiculously fast, I’m conversant in like a dozen programming languages and frameworks at any given moment, I understand things quickly and thoroughly, I have a great breadth of experience; …and I’m a broad generalist without serious, intense, in-depth mastery of any particular field, framework, or language; I’m an architect who really benefits from others tracking all the flesh and polish that need to be added once the skeleton is constructed; and I’m so UX-blind (“Wait, you mean those fields aren’t aligned already?”) that it’s something of a running joke among my co-workers.

People like me are hard to find, and super in demand… and a company that consisted of me and nine of my clones would be completely doomed from the get-go. Oh, we’d do a lot of things really well; but it only takes one collective blind spot, one disastrous lacuna, to kill a company. Most people would concede that there are things they can’t do well, that other people probably need to take care of. These are often the same people who look for “cultural fit” and try to hire people just like them. It is to weep, and/or laugh.

6. Any decision is better than no decision

Don’t dither. When in doubt, do something. OK, this may not apply to promoting code into production, but it applies to every other aspect of software development. We work in the most hyperaccelerated industry in history. We live in a world of exponential growth. Time is not on your side. Don’t waste it.

This is as true of high-level discussions as of low-level decisions. At the high level, the dicussion “should we implement feature A, or B? Should we do it X way, or Y?” all too often lead to “Let’s think this over… let’s have a call about this next week…” or, most insidiously, “let’s research what other people have done and then talk about it again.” In rare conditions, one of those is the right answer. In most conditions, the right answer is for someone to say, “I’ll decide which one we’ll try by the end of the day, so we can start building it tomorrow.”

Even if A is ultimately the wrong answer, the decision to start building A is probably better than no decision at all. This is counterintuitive. It is also usually true. What is always true is that a very good way to understand A substantially better is to actually start building it, and that this understanding will likely lead you to a better decision.

If anything this is even more true of low-level decisions. “The spec doesn’t say how we should handle error condition X, or what the error message should be for this.” (Specifications often seem to be written for an aspirational utopia in which error conditions are as rare as unicorns.) “I know, I’ll just stick a comment in and go back and ask what they want done in that case!”

This is tempting. No one can accuse you of doing anything wrong, if you do this. But it is the wrong thing to do. Better to go ahead and make some decision about this yourself, even if it is crude and ugly, then to do nothing and go back and ask about it. Let them iterate on work you’ve already done and lessons you’ve already learned, even if you know it’s not great, rather than making them start from cognitive scratch. They and the project will both be better for it. Be quick to experiment … and quick to change course.

7. Be humble, but swagger

You don’t have all the answers. Even I, and I say this with what must by now be evident reluctance, don’t have all the answers. Heck, I don’t even have most of ’em, though I feel moderately confident that given sufficient time and effort I could figure most of them out…

…And so could you. We can’t all be Jeff Dean, or Satoshi Nakamoto, or Margaret Hamilton. We work in a field rife with both real geniuses and ersatz self-proclaimed ones, where nobody knows everything and everybody is acutely aware of all the things they don’t know.

Fortunately — for the most part — we’re not scientists. Our job is not to make breakthrough discoveries. Our job is to put others’ discoveries into practice; to make things work, hopefully in the service of something that people actually want. Maybe you’ll never invent anything like a Bloom filter or a Merkle tree. But neither will the vast majority of the people you work with, and besides, that’s not the point; the point is to use Bloom filters and Merkle trees, and/or the even easier layers of abstraction built atop them, to actually get shit done.

So while it’s wrong to assume that you know more than the person across the table, that their counterintuitive idea is crazy, that their language of choice is terrible — it’s also wrong both to assume that they know more than you, or, even if they do, that that matters. The world is full of smart, knowledgeable people who are for some mysterious reason incapable of actually getting shit done. (It’s a cheap joke, but what the hell, I’m going to make it: that’s why we have academia.)

So if you’re a person who gets shit done, don’t be humble when faced with a dizzying array of theoretical knowledge, and/or when faced with a kindred spirit who happens to get even more shit done than you. At the end of the day it’s the developers in the proverbial trenches, building and testing and deploying code, who actually make things happen; and, speaking as someone who finds himself drifting away from those trenches, you have every right to look down just a little bit on those who are not there digging with you, and to greet all those who are as collaborators rather than superiors.

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