> FAANG doesn't do this. Hire great people, trust them, communicate async frequently, coordinate planning infrequently. This reads like a manifesto for "we hire

> FAANG doesn't do this. Hire great people, trust them, communicate async frequently, coordinate planning infrequently. This reads like a manifesto for "we hired a bunch of subpar developers and don't give them any ownership or empowerment". Pass. I work at a high performing remote-first company. This is how we do it. Ownership where I work includes an engineer, a TPM, sometimes an exec or manager. The gist is that there's individual ownership over: - Technical outcomes - Business outcomes - Customer outcomes - Integration outcomes Sometimes it can take us a while to agree on direction, but that's okay. For the (potential) slowness with respect to direction, it makes identifying, prioritizing, and fixing bugs much more simple. It also speeds up incident response quite a bit.