From following Mongo on JIRA, I have noticed that Elliott spends time coding, and could venture to say that he is led/allocated work by Dan Pasette (who is the

From following Mongo on JIRA, I have noticed that Elliott spends time coding, and could venture to say that he is led/allocated work by Dan Pasette (who is the SERVER team leader). A lot of recent Mongo releases have been delayed by over a month, with some features and fixes being delayed to 2.8. If Elliott wasn't involved in the coding I doubt he would understand the pressure the team deals with, and how realistically would his explanations to say $150 million investors be (not disregarding that Dan and other team leaders would provide details status reports)? Of course this is a grand assumption, but when I read his article last week, I came to agree with it. In my field of work, I see it all the time, over time a lot of managers lose respect from us subordinates. They no longer make accurate project estimates, their staff planning is unrealistic, they lose some of the peronism solving skills that got them there, etc. I don't expect them to go down and do the dirty work, but I acknowledge that sometimes if such was possible in our line of work, they would benefit a lot in keeping in up with us subordinates