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Engineering management stuff I learned in 2017. | Irrational Exuberance

lethain.com · 1,076 words · saved by 1 readers

I’ve been working with Stripe’s infrastructure engineering team for 2017 (SF & remote, SEA), getting to work an increasingly interesting set of problems, at an increasingly large scale, and with an increasingly talented group of folks. These are some of the things I got to learn over the past year. Most current opportunities gone in 2-3 years: CI usability/speed (active investment area for all clouds), multi-region (GCP attempting “multi-region first”), architectural patterns (new apps gets by default). Security, compliance and language-specific are less susceptible to single solution, remain differentiated for now. The now standard practice of pitch GCP and AWS against each other appears to be one of GCP’s key marketing strategies: they want to win on quality of commodity features. GCP streaming offering seems best-of-breed, but it’s still irresponsible for us as internal infrastructure providers to adopt differentiated cloud offerings, meaning its adoption is now throttled by AWS off

I've been working with Stripe 's infrastructure engineering team for 2017 ( SF & remote , SEA ), getting to work an increasingly interesting set of problems, at an increasingly large scale, and with an increasingly talented group of folks. These are some of the things I got to learn over the past year. Management There is a surprisingly broad category of work where a single dedicated person saves person-years of rushed efforts later: ensuring systems are scaling (and not regressing), cost accounting, build tooling, code hosting, etc. Prefer two people, one is still the loneliest number. One of

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