Far for me to challenge the idea of a fund and bounties. But that’s a lot of money—more than I can personally fork and more than I’d be comfortable advocating t

Far for me to challenge the idea of a fund and bounties. But that’s a lot of money—more than I can personally fork and more than I’d be comfortable advocating to collect. Again, no criticism of your ambition; I’m just a regular guy trying to do his thing. I do believe that good engineers like their work and drive a lot of self-esteem from it being valued—more than living off a stipend because they shot their career in the foot. It’s well-paid enough they rarely think they need to rely on the generosity of strangers, and that’s not a bad mindset to keep. In circumstances like these, people talk about loyalty, notably to their employer; I don’t think loyalty is a bad value, but in that case, you want to advocate for loyalty to the craft and the corps, not the organization profiting from putting people in danger. Engineering values, like the brass ring some get in Canada, are things that you want to support not by saying “we’ll support you if that blows in your face” but “We want people like you to speak up during our meetings.” Giving engineers a guarantee that their craft, their talent and their willingness to ask tough questions is what you value, as a team lead, is something I occasionally can do (not now, though: changing team) and something I’m happy to compensate at fair market value, because it’s objectively a good thing for me too — not because that would put me at odds with my organization, but I’m willing to sacrifice that for some ideal misaligned with profit. We need to work on getting eggheads at Boeing understand that their cost-cutting was a bad idea (SkyScanner letting you filter-out plane time is beautifully aggressive that way), but in the meantime, we need to tell people facing tough decisions that engineering is full of hard trade-offs but that security is not one of them, and not one that should need charity.