gentlesoulcarp

As an applicant, the sign up box forces everyone into narrow roles. It’s a radio button, so you can’t be good at “product” and “dev ops”, for example. It’s realistic for people to be good at multiple things.

Last I checked, that radio category is account-wide, so if you do “frontend”, that’s all your account can do. This makes it difficult to apply to multiple kinds of roles through the interface and it makes it harder for founders to find people who can wear multiple hats. Most of them could probably use a versatile person at their stage.

I’m working on an app that ties a tech stack to psychological configurations so we can stop the “How many times did you mention Typescript” game on resumes and applicant tracking systems. The result is that HR can find diamonds in the applicants who might not match the precise keywords but can nonetheless do the job.

I’m working on a product that can help regarding the issues you’ve been discussing. Is there an email I can reach you at and we can chat?

What happened? They took VC money which forced them to "grow without bounds". This caused them to lose focus and expand their features in irrelevant ways while stretching their internal teams too much and not listening to their active customer base on features to prioritize (even though they had forums for this very purpose). Over time their tone-deaf stubbornness caused the accumulation of too much technical debt. Instead of doubling down on developing performant features that customers actually needed and wanted to use in their knowledge-bases systems, they dressed as Teletubbies (seriously, it was on their "Careers" page a few years back) and created a disjointed mess of alternate products that they did not integrate properly into their system (i.e. Penultimate does not integrate in any useful way). Then they had a brain drain and executive flight (new CEO etc.). Then they moved to Electron, lying to customers saying it was "Feature-Ready" (from the mouth of the CEO) when it was a dumpster fire of a regression, actually removing features and poorly implementing then existing ones. Now its a nagware-bloatware.

Don't take VC money for knowledge-base companies. You need thoughtful development for these types of applications and a commitment to the very long term, which is incompatible with VC. Obsidian has fallen into this same trap.

No one. The statistics decide. Roughly speaking, the USA is a corporatocracy. With the powerful lobbying and incentives the corporations have on how the government functions, these organizations and the people who control them have the most power to influence the country. The answer to the question "when has power been appropriately dispersed" is ultimately simple--Look at the makeup of the executive leadership at the most powerful companies. When it consistently matches the demographic makeup of the country as a whole, then it will have largely been demonstrated that there is a certain level of equality.