The CEO is the person ultimately responsible for the success of a company. Their job is to develop strategy and deploy the resources to deliver on it.

It used to be that the best city for techies was clearly the Bay Area. Now, I think the best city is a bit further north.

The OpenAI drama has left a hole in the company’s upper echelons. Its remaining leaders now face a daunting task that every founder must reckon with: recruiting exceptional senior talent.

An addendum to a personal API

We combed The Review archives for a special compilation of the 100 very best advice published on our digital pages over the last 10 years from folks like Stewart Butterfield, Claire Hughes Johnson and Alexis Ohanian.

The Builders' Library gathers the expertise of Amazon's most experience builders in one place. One article that really got me thinking was Colm MacCárthaigh's "Reliability, constant work, and a good cup of coffee" which is about an anti-fragility pattern that he developed for building simple, more robust, and cost-effective systems.

And shouldn’t that be the case for starting anything?

Watching Novak Djokovic play tennis is a pure delight, but I love listening to him talk about tennis even more. He’s the GOAT – a perfectly tuned machine with a deeply intrinsic sophist…

How to make your tech resume attractive to employers and recruiters if you don't have a lot of professional experience? Strengthening experience descriptions is one of the ways you can achieve this goal. Along with the team at CV Compiler, an ML-powered app for resume improvement, we've run through dozens of junior developer resumes to […]

Based on data from over 30,000 developer resumes analyzed by CV Compiler, here are ways to upgrade that should lead to getting more job interviews.

This passage here from John Gruber’s review of some new macs struck me in particular: Web browser rendering is surprisingly resource-intensive — partially because modern HTML, CSS, and Javascript are remarkably complex, and partially because most web developers are remarkably untalented and careless programmers

Are you dealing with underestimation in agile development? In this post, Smart Guess shares valuable insights to help teams a

Being a web designer for 25+ years is hard to fathom. So much has changed, and achieving longevity in web design is really not easy.

Based on hundreds of interviews for Big Tech companies and startups

Introduction After struggling a lot with my mental health (anxiety, depressive condition) for several years, I was diagnosed with Attention-Deficit/Hyperactivity Disorder, commonly known as ADHD, at the age of 44. This diagnosis shocked me a lot: I wasn’t a wild child, in fact, I was even a good pupil. With the help of my therapist, […]

Chose life over balance to own your future.

Architects can save you tons of time, and prevent crucial mistakes from happening. They are very experienced software engineers, who have seen it all. * This applies to any cross-team Senior+ engineers you have. They can be called Architects/Staff/Principal engineers - in each organization it’s different.

What do Honeywell, IBM, and Pfizer have in common? Employees with strong professional networks. A study of 2 billion employee relationships on LinkedIn probes the power of such connections—and potential benefits for companies. Research by Frank Nagle.

Why product-market fit requires founder-market fit

The best way to have more luck is to create it...

Learn how to apply open source community ideas to your organization to spread standards and best practices without sacrificing autonomy and innovation.

When managers and leaders don't specify the expected time investment of an ask, the time that is invested is almost never what was intended.

tl;dr: Google research found that psychological safety is the most important dynamic for an effective team. This was alongside other dynamics like dependabil...

Many of the most important questions for running an organization don’t have clear answers. In most engineering organizations, both the teams working on infrastructure and the teams working on product feel they are undersized. It’s also true that most individuals feel they are undercompensated. In the boom times, there is often enough investor money laying around to say yes to all these questions, but many leaders are acutely learning the long-term costs of expanding our budget too far.

As grandiose as the title of this article might sound, I should clarify we’re talking about a low-stress, one-person company that I run from my flat here in Germany.

What can cause managers to play safe—pass on great opportunities, refuse to take risks and do the work they’ve always done before?