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Indeed that was my scope. I was tasked by the business to analyze and optimize the technical assets of the company. And yes, I do also recruit and judge other's competence

Required by our ex manager and director to cleanup the debt and increase delivery time. And, it was urgent since we were having performance issue.

Pretty much I don't like to do stuff for the sake of doing it

It was required by our ex-manager and director to do so. As we were re-inventing the wheel in any application. If you're a fully hands-on manager you should understand the value of having strong common components that can be plugged in an out.

If you don't think so, just use a plain language without any framework, module, library or third party component and let's see who target the release date first.

We are paid not to build beautiful or robust software, but, first, to deliver faster and without headache. Decoupling stuff and avoid redundancy is a huge benefit and we experienced it dropping down the delivery time by at least 20%.

Has I said in another comment it was made out of request by the manager and director. They asked us to clean the code since we were experiencing issues due the volume. Without the changes that we were asked for today the company could not even be able to sell their product online.

> I never heard anything about incompetence in your description.

I was rushing trying to explain two years in a few words. You might not know what happened is such long span. To give you some ideas of why I said incompetence:

- my colleague doesn't know yet how our infra works

- he has no clue of the application architecture has he still make unforgettable mistakes after two years

- in any architectural meeting where we have to discuss about something he got missed, and, when he's there, he will suggest an open source tool to do so even when it doesn't fit our needs

- in any meeting when somebody ask something to him, the first answer would be "just go in google and search for a library to do x, z, y" even when the question is very architectural specific and domain specific

- even after we implement something he still want to find an open source or SaaS to use for no reason, not understanding that we have a lot of integration cost that he doesn't even understand

- he only had front-end (only in small-sized companies) experience and less than 6 years of total experience when he was hired (he joined right after me, I was not the interviewer) and he never lead a team before.

I worker in multiple context during my career; mainly enterprise and consultancy and I had team leading experience before the role.

> technically did not do anything wrong.

I didn't share everything that happened in two years time but just some vague summary. Is hard for someone that does nothing to do something wrong. In all the meetings we had his first thought was "let's find an open source alternative that does that for us" even in some highly customisable and domain specific solution that won't be available in GitHub for you to use. Or not any "how to do ...." search in Google can solve.

Yet, after more than two years, is still have lacks on how our infrastructure and the application works. And he still propose useless open source or SaaS solutions that don't fit at all our usecase because he doesn't even know what the applications do.

> It seems to me like people skills are a weak spot for you.

That's not true as I always hangout with the people in different teams, and, we get along pretty well. I just don't do kiss-ass to my boss and I don't take advantage out of situations.

> Find ways to work together

We worked together for two years on daily basis. And I overcome a lot of bad behaviours but I can't stand to report to him

> there’s no difference between ridiculously shitty code that works, and beautiful, well-organized code that works.

Unfortunately that's not true. If "shitty code that works" requires three days to be understood in order to make a small change that became a delivery issue and three days in a problem that can be solved in one hour are $$ that somebody is paying. In addition "shitty code that works" most of the time has scalability and performance issues sooner or later you need to address if you don't want it to implode.

> where would you like to go from there?

I can also keep staying in this position, I just don't like to have a manager that I'm not even proud of. And, by the way, I'd like to be in a position where decision making is more stronger also in a business perspective. There are a lot of ridiculous choices that some people makes that are not very effective in some ways let alone make data driven choices. As the organisations today claims to be "agile", most of the time they're not at all. They just use a new word but act as old school (long feedback-loop just to give you an example)

I never tried because we had to work together closely and I didn't want to break the balance. And now I don't know if it make sense since he became my manager.

Yes I agree with you, the point is that being technical person doing a technical job I thought that the value that I create will talk more than the nonsense of some people. As I like to act first and share later, but there are people who talk but don't know how to act properly.

I can build this skills as you said, true, but in my position now it would be impossible to get a promotion as the available spot has been taken already.