3 ms·

And how did you actually do it? Any good advice/books on this. I know my management has clear ideas what they want so even if I am told - it’s my job to figure

• treeman79 4y ago
  Entire engineering / infrastructure team quit. I hired in just after last one gave notice. System was in complete collapse. Nothing was documented. I had to reboot servers at random to even find out what might get system going again. Couple weeks in CEO asked when new feature would be ready. It took that level of complete absurdity for me to finally say no. I eventually rebuilt the entire infrastructure, scaled traffic 3x, hired and trained new team. It was about a year before I would even listen to a request for a new feature. Took me a long time to recover from that job.
• BackBlast 4y ago
  Easiest way to is to provide an illustration of the cost of doing said action. Those costs need to be put in terms that they understand. That way they can evaluate how much they really want things. This is an indirect no. We can do that, it will cost X and take Y time and have Z impact on the code base and our long term velocity. Is this what you would like to do? Quite often, they will say no themselves. If you have no trust with management and they ignore your warning, the org is already at high levels of toxicity and there isn't much you can do anyway. Realize that and navigate the position accordingly.