This is a story about an engineering org struggling with growth. I am the host. Pia: The company had been so small and we had had these wonderful, brillian

This is a story about an engineering org struggling with growth. I am the host. Pia: The company had been so small and we had had these wonderful, brilliant engineers that had coded all day, all night, basically, which had been incredibly important for the company and successful. And now we were so big, several people who were like this employee number 10, coding all day long, all night long, obviously knew everything there was ever to know about the infrastructure at Spotify, uh, brilliant thinkers, writing code faster than I ever saw before. It was challenging to just keep up with the code that had been written when I had been home eating dinner. And there were like hundreds of lines of code that I needed to understand in order to even understand what, what is going on here. 60 percent of the team were not up to speed on the last pull requests that these two people maybe had created during a 14 hours workday. And that just kept going. You can imagine, like, it’s just challenging for people who work normal hours to ever catch up. Also the title comes from platform's strategy for getting people to use the things they built: The platform teams did not think they were accountable for the adoption of their products. So it was like both starting to take accountable for adoption and going out there to the customers, actually sitting there, onboarding them, migrating them. And we had this mantra that we still have. And it’s still a part of our, our main engineering practices for the platform mission, which we called the platform takes the pain.