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Oh, I am great now. While it's not fulfilling, I have a fairly relaxed timeline (since it's the same deadline as the back-end) so I've done some learning, refac

Oh, I am great now. While it's not fulfilling, I have a fairly relaxed timeline (since it's the same deadline as the back-end) so I've done some learning, refactoring, cleanup, and extensive testing without any overwork. The project is new, so he has to create those 10 microservices from scratch. Someone is helping out managing the infra, but still there's quite a big burden on the dev. I think some optimal solutions might be to put a manager/dev lead in the middle to help out, let the team self-organize properly (cannot do that though since it's finance) or hire more devs. All of those would take months probably.

hluska 8y ago
First, I hope that you stay great. You've got compassion for the other developer, plus a good sense of what's wrong in an engineering culture. It would be upsetting for our industry to lose that to burnout or worse. In your CTO's defense, assuming we define microservices in roughly the same way, I think a single developer should be able to handle 10 microservices. If a developer couldn't, I'd want to look at contributing factors like death by agile, technical debt and a shitty stack. If none of those are the case, is the developer burned out? Or does she have the skill/demeanour to even do the work in that company? And sadly, you likely don't have time to ship the project and lobby for a major organizational change. I think you either need to be that manager in the middle (you're definitely capable, Manager), or alternately, how is your Go??? Good luck - I'll be thinking about you.