terryjsmith

I'm working on a "low code" web app that helps developers build web apps (not marketing or blogs or e-commerce sites). Create your data models in the app and get an API, a database (or connect your own), and a Next.js app with all of the scaffolding, models, forms, validation, API calls, policies, access and authorization, etc. ready for you to use and customize.

I agree with everything you said. We're in the ACA space, so this should been right up our alley (government puts new legislation in with penalties to force employers to do something they don't really want to), but the ACA had a much bigger stick and a much longer runway.

Starting January 2023, insurance companies and plan providers need to publish similar data, so to your point that might be the interdependency required for compliance.

Obligatory these views are my own, not my company's.

I did some research into this for my current employer and the challenges are pretty well laid out here: the penalties are minimal ($300 / day or $~110,000 per year), the data is kept in the invoice or billing systems, which are complex, and the hospitals do not want to share the truly groundbreaking data, which is the per-provider costs.

In addition, when you Google for competitors you don't find a lot of them, but once you start looking at hospital websites you find that quite a few of them (about 50% of the ones I looked at) have at least a partial solution, often provided by their analytics company as an add-on or footnote.

It does not appear there is a great market opportunity here unless the penalties increase (which the CMS has talked about vaguely, but hospitals are already asking for relief until after the pandemic).

My understanding is that the bonuses were paid out in the final stages of the negotiations for the bailout package.

This is great. How do they deal with the on-going maintenance of the tools they build? Do they move to the main product team or does the internal systems team continue to maintain them?

I find it humourous that the latter is "normal". Netflix and online streaming really have changed our perspective; I'm not even that old (30!) and I wouldn't call "watch any show anytime" normal.

Just show up - I started this last year going to the gym - if I didn't feel like going to work out, I just went to the gym and messed around, did whatever I felt like, even for 15 or 20 minutes and then left. The discipline has translated into other projects - a camper reno, a game engine, etc. Just showing up is more than half the battle, even if you don't accomplish much on one given day.

Two reasons in my experience: first, reproducability gets orders of magnitude more complicated as you grow. One person can do something over and over with no documentation, a few people can learn from them, but once you get to 10 - 20 staff in a role and you have some churn, you need good documentation, training, and QA since your risk for errors goes up no matter how good the documentation and training is.

Second, as others have mentioned is coordination. Now introducing a new process, feature, or whatever to clients or internally means creating the requirements, the documentation, working with sales or client services on timing and release, working with QA on test scenarios, working with training to get it into training programs, etc.

Plus kids clothes! My wife and I do about half of our clothes shopping for our 2.5 year old at Value Village and bring stuff there that we or she don't use anymore. She doesn't care about labels, the clothes are cheap, and she'll grow out of them in 6 months (and they may end up donated back again).

Technically, of course you can, but practically, if someone sued, you would probably have a hard time convincing others that you are complying with your own policy. It's probably easier to just to change your ToS/privacy policy.

This is spot on. I would add that as a manager, it is my job to foster good relationships with other managers and use those to remove bottlenecks for my team. I spend a good portion of my day on the phone and walking around the office connecting the dots and getting buy-in or compromises and making sure everyone is on the same page about what's being built. On top of that is having a clear "second" who people can go to when you're out to do the same thing.

Another piece is being able to make decisions and stand by them. That doesn't mean never backing down, or always being right, but you'll often make quick decisions with less than ideal information and need to be comfortable with that. You'll be wrong a non-negligible portion of the time, so you'll need to own that, work to fix any issues, etc. and not take it too personally.

As a manager of other managers, I like to tell my team that you're in a good place when work can continue on without you; your job is to push things forward, drive process changes and improvements, message successes up and down, etc.

There are definitely valid criticisms on the application of zero tolerance policies; I agree that bullying in school is a go to for overreaching. But sexual harassment and harassment in general have pretty rigorous tests (repeated, stated to be unwanted, etc.) and a good HR organization will vet complaints and sort out the frivolous or vindictive or whatever from the serious allegations. The latter is where zero tolerance applies.

That's the issue, right? Everyone wants "diversity", but no one wants quotas or hard lines that could discriminate against other groups. I think you need to do your best to root out any biases in your hiring process or people. At Uber's size there is also an evangelism role that can be played to reach out and encourage a more diverse applicant pool to apply for roles. But this report falls flat on how you could possibly measure whether your team is "diverse" or "inclusive" enough and also fails to call out any existing practices, processes or people that would've gotten them there in the first place, opting instead to use those principles as PR tools.