This comment speaks to me on an almost spiritual level. It highlights the fact that it isn't engineering prowess for people to get these jobs.

Yeah it’s kind of weird that “UX” morphed into a non-engineering role. Like, the interface to the user is still part of the software product. It seems like that sort of role would be best executed by the subset of engineers who lean towards visual design, as opposed to the subset of visual designers who lean towards computing.

If the size of your paycheck depends on drama and making a surprised look in a YouTube thumbnail you would possibly insert yourself into the middle of things also

What parameter size are 4o and sonnet?

Been subscribed to phind pro for the last 5 or 6 months I think? Feels like the pollution from search results has gotten a bit better but it sometimes still messes with answers when I ask a follow up question. Like I will reference the answer aboves code in my question, and the next answer will answer based not on the conversation but some code in the search results. I'm not versed enough in rag to know how you would fix that with like a prioritization or something. Other than that I'm REALLY looking forward how you guys tackle your own artifacts in the web interface. Something about that ui in Claude's version of artifacts works really well with my work flow when using the web, plus having the versions of different files, etc.

We're working on artifacts :)

May I ask which models you're seeing the pollution with?

Has happened with both 4o and sonnet, probably 4o more if I had to say for sure. I need to use 405 more to see if it has that same problem. I guess I didn't think about how the issue might be better or worse depending on model, I assumed the rag stuff applied the same

This comment opened my eyes in a strange way to my boss (dir of infra). This is so on the nose for how he operates it was almost painful to read.

Most folks (certainly not all!) at the Director level and higher by definition spend their entire day talking about work other people are doing rather than doing it themselves. It's the nature of the beast, especially if you operate with a manager only having one or two small (3-6) person teams to manage. You can get a flatter org chart where managers have 15 or 20 direct reports, which makes it impossible for the manager to both be a good manager and GSD, or you can have managers who still GSD but you have so many of them you start to add layers so that the C-level can still do what they need to (get investment, or drive revenue, or strategic partnerships or whatever depending on your scale/stage).

It's depressingly easy to end up in a situation where the line employees are overworked and underpaid, the first level managers are stressed out trying to really manage well their half-dozen direct reports while still producing work themselves, and the Directors and VPs end up passing reports back and forth all day, every day.

Studying span of control, managerial time allocation, and corporate promotion criteria becomes more interesting the further I get into my career. They literally define (or change) companies.