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So little about tech, and what that's there is mostly how to annoy your devs with trivial corp-like control nonsense. Too many people in startups try to "play

So little about tech, and what that's there is mostly how to annoy your devs with trivial corp-like control nonsense. Too many people in startups try to "play house", pretending to be big shot managers/company rather than develop the product and actually moving the needle (i.e hiring an HR manager as employee #3-5). How about you do the work, keep to a pizza size team in a garage until you actually can't?

TeeWEE 3y ago
Agreed, if the company is small keep the process light and focus on good people and a good product. This includes a good DevOps “product” side of things. Personally I do like having a documenting culture so things can easily by found. In the current startup it’s often said: code is the documentation. But to me that’s just lazy. Especially if the code doesn’t have a minimal set of inline docs.
ericjohannsen 3y ago
My advice: Understand all the tools. Apply the ones called for in any given situation. I agree that you want to keep your pizza-sized team focused on fast iterations and on shipping ideas to see what works. There's a huge transition in management skills when that team succeeds. I've seen many companies flounder and fail when they don't recognize how things have changed. My current startup is larger (a little over 100 people) and almost at break even. We just acquired one of those pizza sized companies. It's been a fun challenge keeping their velocity high and enabling them to focus on shipping stuff while integrating them into our more structured ecosystem. Use the right tool for the right job at the right time.