On a personal note - I know the developers I poach for a 'next' gig. You lose those types people, there is a very good chance they will rebuild a team elsewher

On a personal note - I know the developers I poach for a 'next' gig. You lose those types people, there is a very good chance they will rebuild a team elsewhere taking the folks who can actually execute with them. People love to say pay does not matter -- but of course it does. Go to glassdoor and see how competitive you actually are to the other companies. I can certainly put a dollar amount to BS/chaos I'm willing to deal with. Without fail, the companies that imply money does not matter 'look at all these other bits of compensation' tend to be cheap. It can take years to build out engineering teams and get folks on the same page. Leadership is very important. Three years ago we did not have a single test or specification. Now we have a pretty solid automated CI/CD process. Technical debt is one of the core items we will be focusing on in 2019. Very easy to build out the MVP, and leave out all the things that make solid code. The other is more accurate forecasting. I don't want them to over or underestimate tasks... both are equally bad. The other bit is getting development to say "NO" (and making sure that no gets propagated). HR is almost always there to protect the company, not the employees. If they are not processing the harassment issues out of the company... that would strike me as odd. Real harassment should be /dev/nulled quickly/harshly - and hope someone has a good eye for what was actual harassment vs something that may not be. Bickering, however, is a leadership issue and not HR. Not everyone is going to be 'happy' with a direction, nor should they. The engineering leads should be pushing their crew to be just outside of their comfort zone. My goal is to make sure I can retain the teams I'm investing in.