I'm watching Starbucks, like a hawk. I find this episode of their history rather interesting and I don't have warm fuzzies about this new CEO, yet. All these Chipotle people are showing up now. I hope they can innovate and iterate quickly.
I remember the 1990s when it was common to see the same baristas day after day for years. Everyone seemed to enjoy working there. It's a bleak, dystopian contrast as of late.
It's a corporate jet from Starbucks, he pays nothing for it, and actual can use it for personal travel up to $250,000 per year.
> You will be eligible to use the Company aircraft for (i) business-related travel in accordance with the Company’s travel policy, (ii) travel between your city of residence and the Company’s headquarters in Seattle, Washington and (iii) your personal travel in accordance with the Company’s policies, up to a maximum amount of $250,000 per year, which amount will be based on the aggregate incremental cost to the Company.
I've been taking glassblowing classes for a few years, and this is easily the biggest lesson there. If I rush something, I will fuck it up. If I let things happen bit by bit while they can go smoothly, everything comes out much easier.
This probably applies everywhere, but it's really stark when you're playing with quickly-solidifying goopy liquid sand
Sometimes it feels like the easiest way to make money with a new business today is to build something that helps another person make money.
I'm sure it took work to build a database of rents in America for RealPage. But then they got customers to contribute their own data too, per the article
That's always been the easiest way. You can employ someone to work for you, but then you have to pay them, it creates a cashflow issue and you're assuming larger risk. It's much more efficient to structure your business to take a cut of someone else working for themselves as it trades a lower profit margin for a larger base and lower risk.
I more meant that they probably have enough of the market now to stop collecting information. They can just charge their customers to access what's already there and offer a small discount if those customers contribute their new data
That would also mean it's really incredibly difficult to declare a fuel emergency around SFO, since Oakland and San Jose and (I guess, if it were really urgent) Moffat Field are all a five minute flight away, right?
The distance to the alternate really doesn’t matter much, because you always load enough additional fuel to divert to your alternate and land, plus more fuel called the “final reserve” which is enough to fly for another 30 or 45 minutes (depending on the airline and region). That amount of fuel is called the “minimum fuel”. If you get down to your minimum fuel and you aren’t actually landing at your destination yet, then you radio the controllers and tell them that you’re at minimum fuel and are diverting to your alternate. It is only time to declare an emergency if you get down to your final reserve, by which time you should already be at your alternate airport.
Also, you can’t really use the straight–line distance between airports to figure out how much extra fuel to bring, because you never end up flying that line. For one thing, you have to approach the airport from the correct direction so that you line up with a runway and so that you’re headed into the wind. For another, you have to get down from the altitude you were holding at to ground level. Between the two you need to go not towards the airport, but towards a spot far enough away from the airport that you can fly a gentle slope down towards the runway. You might even end up flying completely around the airport while descending before actually turning in and lining up with the approach runway.
You can't do it that quickly. You have to look at the charts, set up the airplane, brief the other pilot(s) about the approach and landing, etc.
You can have mayday fuel situations where attempting to divert is more risky. But in this case they had plenty of time to prepare to divert to Oakland.
Hi from Seattle. It's currently raining, and I wish I'd left my jacket at home. We get an almost constant drizzle of wet in winter.
Once or twice a year, it'll rain for 48 hours straight and dump three inches of water on us, but the rest of the time, it's like unpleasantly heavy fog
you can silo websites away from each other. for example, your work uses outlook and slack. a work tab has those logins memorized, but it won't know about your Facebook login.
you could have a banking tab just for logging in to places like that. I'm a fan
Thanks, I've never used that but it does sound useful! I tend to use different browsers to context switch as Cmd+Tab is a nice way to switch between them - Safari for actual browsing, Firefox (and developer edition) for dev.
I prefer to use separate docker containers for that, with some trivial shell wrappers to make creating new persistent "browser profiles" easy. But for non-techies, I guess the Firefox addon is the next best thing.
Clear boundaries are important too. It isn't my job, as an engineer, to remember everything you requested. It's also not my job to know exactly what your corner of a platform looks like.
And it's especially not my job to negotiate against your constant attempts to creep a task's scope whenever we run into issues stemming from you not knowing your own platform and process well enough.
"It isn't my job, as an engineer, to remember everything you requested"
It's not your job to remember, but it is your job as a human being to set expectations about your favored communication style in a professional manner.
If you need something written down in an email or Jira task or whatever, for example, so you don't have to remember, you should ask for it.
If you think scope creep is a problem and don't want to keep negotiating (something very reasonable to ask for), you gotta communicate about this problem in the appropriate channels.
Well, if it's the same person denying change it without a counter-argument, then there's no solution other than changing teams or company.
If it's a string of PMs, all being unreasonable, some self-reflection might be necessary. Maybe the problem is not with their work, but with your expectations.
Sorry, you're right, that wasn't clear. It isn't my job to remember the history of every request your team has ever submitted to my team.
If you have a custom process that we don't know about or that your predecessor requested of my predecessor, I don't expect to be aware of that. And when it causes issues, I don't see why that's my fault
As an engineer, I consider all those those very much my job.
"Negotiating against" scope creep maybe not quite, but it is my job to provide decent time estimates for expanded scope so they can decide if it's worth it.
To be fair, I'm coming from a place where I have familiarity with pretty much our entire platform. If I were new, or delving into some aspect I haven't worked on before, I'd expect some understanding that it's going to take me time to familiarize myself with it, but I will familiarize myself with it in order to work on it. If the PM is an expert on that area, they should be willing to take the time to answer questions.
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