Was it a conscious or unconscious decision to reply to a chain with an argument of "headcount is obviously reducing" with "I don't need headcount to grow to be happy" without addressing the gap between those two at all?
I'm not disputing productivity improvements can lead to smaller teams, particularly in a shareholder-driven org; that's a separate conversation, IMO. The fact I work at an employee-owned organization, currently, I suppose I'm simultaneously a worker and an influential shareholder.
I was trying to say, running counter to what is frequently mentioned on HN about FAANG Eng Leaders, that I don't equate engineering success with growing headcount. I've always preferred building small, highly effective teams that can accomplish more without needing to grow, just for the sake of growing headcount. My want to do more with the same number of people isn't an argument that headcount won't shrink. It's an argument that growing headcount was never my measure of success in the first place.
No that you asked, but, my measures of success are: are my engineers happy (being that many of them have worked with me at least one company before, and one at 4, I feel they are); are we playing with the latest technologies; and are we learning new things every day?