Jugurtha
Joined 13 years ago
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Comment · 1 month ago
Blaise Pascal wrote in Pensées: "There is no man who differs more from another than he does from himself at different times."
Different books have different styles and cater to persons with different needs and, sometimes, the same person has different needs at different times.
For example: we were taught in university using Soviet books, which are to the point and are unbothered with a reader who does not have the prerequisites or who's rusty. It's "Here's the thing. If you can't understand the thing, it means you have to read another book to understand the thing you need to understand before you could understand the thing in this book. We do not address the other thing in this book. We address this thing. Come back when you understand the other thing. Or don't. We don't care".
They can, and do, lose readers. I remember pointing classmates who had trouble catching up in class to courses from MIT or books edited in the U.S because they had physics books with a whole bunch of chapters of maths refreshers! Even they preferred bracing and go hell-for-leather or just sought tutoring by other students. These are great if you're new and want a gentle introduction and don't already have maths books or don't know exactly which books to dust off to refresh a particular concept, but if it's not your first grapple with something and if you want to get to the point, it tests the reader's patience.
>For me personally statistics is intuitive if illustrated properly.
It could appeal to some and not to others. You never know. It helps if you have a passion for this.
Take CS50 course/show for example. For someone who has never written a line of code? I bet it would be a great introduction while being entertained, encouraged, hyped, etc. But for someone who already knows how to code in a bunch of languages? They simply can't sit through the woo-woo stagecraft. Although it could be entertainment (that 3Blue1Brown channel on YouTube comes to mind).
Different strokes for different folks.
Comment · 1 month ago
You could have replies of higher quality and benefit by sharing what you are working on. Post it directly and let the world have a look at it, poke at it, and give you feedback.
Comment · 1 month ago
Dusting off some old replies. The TL;DR is: reduce information asymmetry, expose thought processes and align (everyone knows what to do, what not to do, why, and how we got there). People should send in pull requests to your thought processes. They should be able to take decisions based on their model of your thought processes, which you can help them build. Increase leverage and fire yourself every day.
The posts that are more relevant to you (you are welcome to contact me afterwards in case you want to talk about things):
If I disappear, what will happen:
- https://news.ycombinator.com/item?id=25008223
Communication, alignment:
- https://news.ycombinator.com/item?id=24177646
Useful things for the team and product that add leverage:
- https://news.ycombinator.com/item?id=21808439
Communication with the team (link, and subsequent clarification):
- https://news.ycombinator.com/item?id=21598632
- https://news.ycombinator.com/item?id=21614372
Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:
- https://news.ycombinator.com/item?id=26123017
Product development:
- https://news.ycombinator.com/item?id=22827841
Management involvement as a spectrum:
- https://news.ycombinator.com/item?id=22715971
Giving a damn:
- https://news.ycombinator.com/item?id=20356222
Researching topics:
- https://news.ycombinator.com/item?id=25922120
Keeping up with a firehose of information:
- https://news.ycombinator.com/item?id=26147502
Tips to learn from videos:
- https://news.ycombinator.com/item?id=22710623
- https://news.ycombinator.com/item?id=22723586
Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:
- https://news.ycombinator.com/item?id=26179539
Less relevant to you, included nonetheless...
Understanding codebases:
- https://news.ycombinator.com/item?id=19924100
Testing pipelines, scaffolding, issue templates:
- https://news.ycombinator.com/item?id=26591067
Making the most out of meetings and leveraging your presence:
- https://news.ycombinator.com/item?id=22873103
Consulting, understanding the problem your "client", who can be your manager, has:
- https://news.ycombinator.com/item?id=24972611
Product, architecture, and impact on the team:
- https://news.ycombinator.com/item?id=24503365
Onboarding new hires to a codebase, what if it were you, improve code:
- https://news.ycombinator.com/item?id=22860716
Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:
- https://news.ycombinator.com/item?id=21427886
On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:
- https://news.ycombinator.com/item?id=24209518
More meeting notes. Reply to a person who had trouble talking in corporate meetings:
Comment · 5 months ago
Dusting off some old replies. The TL;DR is: reduce information asymmetry, expose thought processes and align (everyone knows what to do, what not to do, why, and how we got there). People should send in pull requests to your thought processes. They should be able to take decisions based on their model of your thought processes, which you can help them build. Increase leverage and fire yourself every day.
The posts that are more relevant to you:
If I disappear, what will happen:
- https://news.ycombinator.com/item?id=25008223
Communication, alignment:
- https://news.ycombinator.com/item?id=24177646
Useful things for the team and product that add leverage:
- https://news.ycombinator.com/item?id=21808439
Communication with the team (link, and subsequent clarification):
- https://news.ycombinator.com/item?id=21598632
- https://news.ycombinator.com/item?id=21614372
Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:
- https://news.ycombinator.com/item?id=26123017
Product development:
- https://news.ycombinator.com/item?id=22827841
Management involvement as a spectrum:
- https://news.ycombinator.com/item?id=22715971
Giving a damn:
- https://news.ycombinator.com/item?id=20356222
Researching topics:
- https://news.ycombinator.com/item?id=25922120
Keeping up with a firehose of information:
- https://news.ycombinator.com/item?id=26147502
Tips to learn from videos:
- https://news.ycombinator.com/item?id=22710623
- https://news.ycombinator.com/item?id=22723586
Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:
- https://news.ycombinator.com/item?id=26179539
Less relevant to you, included nonetheless...
Understanding codebases:
- https://news.ycombinator.com/item?id=19924100
Testing pipelines, scaffolding, issue templates:
- https://news.ycombinator.com/item?id=26591067
Making the most out of meetings and leveraging your presence:
- https://news.ycombinator.com/item?id=22873103
Consulting, understanding the problem your "client", who can be your manager, has:
- https://news.ycombinator.com/item?id=24972611
Product, architecture, and impact on the team:
- https://news.ycombinator.com/item?id=24503365
Onboarding new hires to a codebase, what if it were you, improve code:
- https://news.ycombinator.com/item?id=22860716
Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:
- https://news.ycombinator.com/item?id=21427886
On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:
- https://news.ycombinator.com/item?id=24209518
More meeting notes. Reply to a person who had trouble talking in corporate meetings:
Comment · 9 months ago
Congratulations and thank you,
Comment · 11 months ago
Congratulations.
>If anyone is interested, I'm happy to break down the acquisition process, what I changed, and what actually moved the needle.
Please do. Step by step.
Comment · 1 year ago
What are you trying to accomplish? Say it's a start-up or a profitable business, you need to test your hypotheses, validate/invalidate the idea, etc. The risk is not technical, it's a business risk, so you ought to get to the truth as fast as possible, and you get there using what you're most productive in. The goal is to discover if it's "desirable, feasible, viable", not to optimize prematurely.
>Say, i want to build tcp client for check connection and can deploy anywhere without install any dependency
Why? What are you trying to accomplish? Where do these constraints come from? Where does the no dependency constraint come from? Where does deploying anywhere come from? Where does checking the connection come from? What is the real problem you are trying to solve?
These questions are to avoid the XY problem, to avoid the trap of solutionism, and to get to the "Job to Be Done".
Someone once asked me how to solder a thick copper wire to a thin steel plate. When I asked him why, I listened in disbelief as he answered that the fuse blew out and that he was going to get a thicker wire and solder it so it doesn't blow out. His solution comes from an incorrect diagnosis of the problem at hand, and he asked me about the solution framed as problem, not the true, root, problem.
To answer your question: it depends.
Comment · 1 year ago
>Is it still possible for someone like me to turn things around?
Yes.
Your very first full-time job now is to get a job in the field. Take a look at MIT's "Missing Semester". It'll expose you to a panoply of tools that will get you "semi-operational". This will not make you "stand out", but it is much better when new hires are already familiar with common tools of the trade.
Be humble, courteous, curious, helpful, reliable, diligent, patient, grateful, industrious and you'll progress fast.
When you get the job, here are a few pointers that will help you ramp up fast:
Understanding codebases:
- https://news.ycombinator.com/item?id=19924100
Testing pipelines, scaffolding, issue templates:
- https://news.ycombinator.com/item?id=26591067
Making the most out of meetings and leveraging your presence:
- https://news.ycombinator.com/item?id=22873103
Product development:
- https://news.ycombinator.com/item?id=22827841
Giving a damn:
- https://news.ycombinator.com/item?id=20356222
If I disappear, what will happen:
- https://news.ycombinator.com/item?id=25008223
Consulting, understanding the problem your "client", who can be your manager, has:
- https://news.ycombinator.com/item?id=24972611
On taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable:
- https://news.ycombinator.com/item?id=24209518
Product, architecture, and impact on the team:
- https://news.ycombinator.com/item?id=24503365
Onboarding new hires to a codebase, what if it were you, improve code:
- https://news.ycombinator.com/item?id=22860716
Tips to learn from videos:
- https://news.ycombinator.com/item?id=22710623
- https://news.ycombinator.com/item?id=22723586
Communication with the team:
- https://news.ycombinator.com/item?id=21598632
- https://news.ycombinator.com/item?id=21614372
Reduce information asymmetry, template for taking minutes of meetings to dispatch to the team:
- https://news.ycombinator.com/item?id=21427886
More meeting notes. Reply to a person who had trouble talking in corporate meetings:
- https://news.ycombinator.com/item?id=20323660
Communication, alignment:
- https://news.ycombinator.com/item?id=24177646
Useful things for the team and product that add leverage:
- https://news.ycombinator.com/item?id=21808439
Management involvement as a spectrum:
- https://news.ycombinator.com/item?id=22715971
Researching topics:
- https://news.ycombinator.com/item?id=25922120
Keeping up with a firehose of information:
- https://news.ycombinator.com/item?id=26147502
Fractal Communication: communication that can penetrate several layers of management and be relevant to people with different profiles and skillsets:
- https://news.ycombinator.com/item?id=26123017
Remote work, use existing tooling and build our own. Jitsi videos, record everything, give access to everyone so they can reference them and go back to them, meetings once a week or two weeks to align:
-https://news.ycombinator.com/item?id=26179539
Write better. Always.
Comment · 1 year ago
This supposes good faith from the people at hand. There are scenarios where one of the founders has decided from the start to screw over the other person, and the fallout is bound to happen when the person figures it out or tries to mediate the situation: it's not like the one who set up to screw you over will change their mind.
This is a modus operandi of some people built on finding "idealistic", "optimistic", "naïve", "gullible" people, especially technical people, of which there is no shortage in founders, to consume. These characteristics being almost a requirement for the job doesn't help.
An unbalanced equity distribution, waxing poetic about ethics, honesty, and morals... something more urgent always coming up when the equity issue is raised, etc...
Contract theory upstream.
Your work is useful when the people genuinely want to make it work but are just having trouble communicating.
I'm Jugurtha Hadjar, former CTO/COO/CPO/Sales/Firefighter of a boutique consultancy that built bespoke, turn-key, products leveraging machine learning for enterprise clients (banking, telecommunications, energy, etc.) turned into an MLOps product company with a product that offered real-time collaborative notebooks to train, track, deploy, and monitor machine learning models on users' own Kubernetes clusters and S3 buckets on any cloud provider.
A few tips I posted across threads aggregated here: https://news.ycombinator.com/item?id=41654718
Twitter: jugurthahadjar
You're welcome to email at hjugur on Google's free email service.