swap32

You are right. Jev is clear about it being a system one model, so it's not very suitable for code review pipeline kind of usecase. The US housing is also a big limitation, I missed adding that to the article. But yeah, overall it's a bit early to say how good the model is.

this is kind of unproductive. The job of the manager should be to push the envelope of the team as a whole. As such if he already has a high performing team, he should be as hands off as possible, focusing on other crucial areas. If not, his job is to create small proof-of-concepts of ideas and let the team take them forward.

> One thing I can suggest that has helped me on my current project, is to do a morning standup

I've found that this is the only sane way that works if you're trying to manage a team of 15-20 people.

:) I'm the founder. I understand what you mean. Really. Appreciate it. For the record, the photo is not of our office, it is of a hackathon. We don't have spanking fancy office actually. There are a lot of people I know who like open office culture and few who don't. Frankly that has nothing to do with having best engineers. I do have an opinion about building company culture a certain way which may not be exactly in resonance with popular opinion about it; I try to practice it but never preach. Everyone is free to pick what they think is best culture for their company and REALLY there is no such thing as the right culture.

There are some excellent suggestions and workarounds here and looks like you've been using them in production for some time. Thanks for sharing.

Please enlighten us with your professional wisdom and do point out which parts of the article are amateur.