> For engineering orgs the size of Snap’s things take longer and having more people very often does solve the velocity problem Your comment is totally fair. I

> For engineering orgs the size of Snap’s things take longer and having more people very often does solve the velocity problem Your comment is totally fair. I will say though, that the impact of having more people is a function of how independently they can be deployed. One of the biggest challenges for hypergrowth companies is how to decouple things as they scale to keep people productive without drowning the org in communication overhead. Brooks' Law looms large in single product companies when they start to hit 4-figure engineering team sizes.