> The three biggest levers are (1) “N-1 backfills”, (2) requiring a business rationale for promotions into senior-most levels, and (3) shifting hiring into cost efficient hiring regions.
I had the experience to work in a scale up like Carta couple years ago where the company stoped to hire in NYC/Berlin and as far as I know they shifted their hiring to Philippines.
Fair play, the end of the day the company had their incentive structures to support this decision.
However, after that and other events I just started to do career movements towards companies that I know that I would bring unique features in my position (eg language skills, legal settings, specific regulatory knowledge, local compliance) to be more not entrenched but in a non-constant second thoughts professional relationships in a good sense or be in epistemically different worlds where international competition is irrelevant (eg clearance filters based in nationality, government and military, market that has exotic languages, etc).
I say that because I really do not like of this “Employee as a Service” where line an AWS console you just change the region and spin up labor like some EC2 machine; where in this scenario, you are seen as some expensive spot instance in us-east-1.
Maybe I am being highly defensive, but I do not see hereafter anything I that regard getting better since we have remote work and talent everywhere.
drewbug01 · 43m ago
> Extract the kernel
If you follow the link within the article, he goes on to say:
> The most frequent issue I see is when a literal communicator insists on engaging in the details with a less literal executive. I call the remedy, “extracting the kernel.”
Most engineers I’ve worked with have been “literal communicators.” Of course, both parties can always improve. But part of being a good leader is having excellent communication skills, and that includes anticipating how your audience will receive your message. The bulk of the responsibility is, and should be, on the leader to avoid misunderstandings in the first place.
baobun · 54m ago
Any lessons learned from the 2024 incident? Was/is it possible to put in place internal controls to prevent future compromise?
And I guess related to the section and post on heavily and quickly adopting LLMs: Do you have any thoughts on how to ensure that sensitive customer/shareholder data is not inadvertently mixed in to some new workflow involving third-parties while keeping it accessible for production apps and services?
Keeping confidential/sensitive data from leaking into marketing workflows seems to have been a historical and relatively recent challenge for Carta so would love to hear how you were able to transition from that to securely managing the mentioned level of LLM deployment integrating across the org.
nssnsjsjsjs · 1h ago
Extracting the kernel sounds like a good idea, but it sort of depends on having a reasonable executive who'll take the time. Some executives won't tell you the kernel, may not know it themselves and the power gradient can make it hard to ask (you don't want to look foolish).
I had the experience to work in a scale up like Carta couple years ago where the company stoped to hire in NYC/Berlin and as far as I know they shifted their hiring to Philippines.
Fair play, the end of the day the company had their incentive structures to support this decision.
However, after that and other events I just started to do career movements towards companies that I know that I would bring unique features in my position (eg language skills, legal settings, specific regulatory knowledge, local compliance) to be more not entrenched but in a non-constant second thoughts professional relationships in a good sense or be in epistemically different worlds where international competition is irrelevant (eg clearance filters based in nationality, government and military, market that has exotic languages, etc).
I say that because I really do not like of this “Employee as a Service” where line an AWS console you just change the region and spin up labor like some EC2 machine; where in this scenario, you are seen as some expensive spot instance in us-east-1.
Maybe I am being highly defensive, but I do not see hereafter anything I that regard getting better since we have remote work and talent everywhere.
If you follow the link within the article, he goes on to say:
> The most frequent issue I see is when a literal communicator insists on engaging in the details with a less literal executive. I call the remedy, “extracting the kernel.”
Most engineers I’ve worked with have been “literal communicators.” Of course, both parties can always improve. But part of being a good leader is having excellent communication skills, and that includes anticipating how your audience will receive your message. The bulk of the responsibility is, and should be, on the leader to avoid misunderstandings in the first place.
https://news.ycombinator.com/item?id=38897363
And I guess related to the section and post on heavily and quickly adopting LLMs: Do you have any thoughts on how to ensure that sensitive customer/shareholder data is not inadvertently mixed in to some new workflow involving third-parties while keeping it accessible for production apps and services?
Keeping confidential/sensitive data from leaking into marketing workflows seems to have been a historical and relatively recent challenge for Carta so would love to hear how you were able to transition from that to securely managing the mentioned level of LLM deployment integrating across the org.