> The Parable of the Sticky Users This was the most unfortunate section of this blog for me. Some of the companies that need SRE the most, and have the money t

> The Parable of the Sticky Users This was the most unfortunate section of this blog for me. Some of the companies that need SRE the most, and have the money to actually fund this practice, care the least because they are the only game in town. My take on SRE: 1. It is an extremely important and extremely technical practice in desperate need of good non-technical PR (example: most SLOs I've helped craft are guesses from engineering because they couldn't get data from product to support real numbers) 2. It is damn hard to hire for on skills alone (good SREs are good sysadmins _and_ good SWEs, i.e. two hard types of candidates rolled into one) 3. The hires are damned expensive (see [2]), and 4. Ops-aligned BUs that are traditionally given SRE headcount are (still) considered cost centers, which, combined with [1], makes [3] difficult to justify and [2] difficult to obtain as a result.