photon12

These are fair criticisms. Fodder for future studies.

I only added these to say there's enough evidence to be questionable of the null hypothesis with regard to long COVID physiopathology.

If you build robust privacy guidance mechanisms into the fabric of your startup from the beginning, your ability to handle risk management around these types of cases can be resourced to scale with the customer expectations of the system you build.

Unfortunately, if you do that, you are going to be outcompeted by the teams that are working to get their first 10,000 paying customers by any means necessary, because privacy planning is less capital efficient.

The companies that do get big enough to overcome their immediate survival constraints often have a harder problem identifying and providing resource needs for privacy assurance because it's less on the minds of the people in charge of making resource decisions because you have other operational scaling issues at the front of mind.

Your engineers and support staff doing dumb things with your data is a risk you can have resources allocated to. But it's not on the critical path to market dominance so it shouldn't be expected to be a priority.

Are they going to put "fired the people who used to enforce our change control procedures" in the post-mortem?

> $80k could easily afford this, which is a low bar for someone with a moderately decent job.

$80k is not a low bar, and this is insulting to really talented people I know stuck in below $40k jobs.

I used to dig ditches in places where excavators couldn't go for a living, and I'm familiar with the contract rate differences for that type of labor and equipment.

My point is that the disparity is such a chasm that my brain can't reconcile it. We aren't talking about ditch digging, we are talking about serving food to the people of Seattle. All the software engineers in Seattle, in my experience, love to frequent dining establishments. Their quality of life is dependent on the labor of people serving them. There's no way I can accept the disparity as "just the way it is." My gut can't take it.

Yes, there is an inconsistency in the amount of effort expended to survive versus the outcomes of that effort. I can't reconcile them in my head. I'm watching my friend trying not to physically deteriorate and have some modicum of comfort while I sit here on my couch living off savings from the job I recently quit. Nothing I do can be so much more valuable than what he does.

> Meanwhile, renters are desperate. They’re begging for housing prices not just to slow, but to fall.

I have a friend who is a head chef at a decently popular bar and restaurant on Broadway in Capitol Hill, Seattle (very trendy part of town if you aren't familiar, steep commercial rent). He lives in a 400 sq ft studio and is barely, barely making it from one paycheck to the next. I am sitting on a 2.6% interest rate mortgage and my prices are set for the next 30 years. I probably work half as hard as he does, if not even less than half. I have a lot of cognitive dissonance associated with that.

Customers who care about their data care that it's protected regardless of the size of the business. They care about availability regardless of the size of business.

If customers could make more informed decisions about these risks, i.e. if they could get access to company intellectual property and privileged information about operations, maybe we wouldn't need to consider this type of of legislation. But customers continue to be on the end of information asymmetry about company operations, so now customers need other ways to find protection. Maybe it's the case that there are economies of scale to resilience, and we have to accept some level of difficulty to disrupt because of that.