3,683 karma · joined January 6, 2011
http://basseq.com
Location: Washington, DC Metro Area / Northern Virginia
Remote: Yes
Willing to relocate: Yes
Résumé/CV: https://www.linkedin.com/in/johnwhittet/
Email: john@basseq.com
I'm a strategy and operations leader for high-growth SaaS with 12+ years experience. Could include things like Chief of Staff, COO, Strategic Projects, Revenue Ops, BizOps, etc. Ex-consultant with a background in full-stack web development who can get stuff done across product, marketing, sales, support, and finance.Remote: Aren't We All Right Now?
Willing to relocate: Yes
Corporate strategy, operations, customer experience (CX), strategic projects, SaaS metrics with a background in full-stack web development.
Résumé/CV: http://www.linkedin.com/in/johnwhittet
Email: john[at]basseq.com
That's what I miss. It's those conversations in the hallway, or seeing someone in the break room that reminds you about something you meant to ask them about.
It's really hard to replicate that in WFH. I can't want to say "can't be replicated" or "shouldn't need to be". I think they absolutely should be replicated. But I don't know how. Things like slack help, but it's just too disconnected. You can have "fun meetings" (a contradiction in terms!), but those feel like a waste of time. Zoom happy hours exhaust me.
> Their first line of defence is Revlon’s own statement — “Revlon did not pay down the loan or any part of the loan”.
IANAL, but this seems pretty cut and dried in favor of Citibank.
Citibank does not have any liability to Brigade, and they paid the money "from its own account". Combined with Citibank's role as an intermediary between Revlon (who, again, did not instruct or actually pay the money) and Brigade, I don't see how Brigade has any claim on Citibank's money.
Personally, I care much more about knowing where parks and public spaces are vs. whether the surrounding land is "arid, icy, forested, [or] mountainous".
"The investors’ bid values TikTok at 50 times its projected 2020 revenue of about $1 billion..."
So that's a projected revenue growth of 465%. That's still projected, but a big number.
Not so explicit, but most laid-off employees are "eligible for re-hire". That assumes, a) the company re-opens your same position, b) you still want to work for the company and haven't found a job in the interim, and c) that "economic situation" improves quickly to allow for the above, which it probably won't.
From a December 2019 Washington Post article[1], there are ~500,000 registered .tv domains. The math on that works out to license fees of ~$8/domain ($4M/500k).
Considering .com is around $10/yr and .tv is around $30/yr[2], I'm interested to know where the incremental $12 goes ($30 - $8 - $10).
[1] https://www.washingtonpost.com/video-games/2019/12/23/tuvalu...
[2] Namecheap
See also: Tiger King. Which is probably the best citation and the best thing I'll type all day.
So the utility formula is something like:
(p[c] * c[f] + c[a]) ÷ p[l] > c[l]
where:
p[c] = probability of getting caught
p[l] = probability of the lawsuit being dropped
c[f] = value of your freedom
c[a] = cost of an assassin
c[l] = cost of losing the lawsuit
You can layer in additional probabilities—like the probability of the assassination being successful, or the probability of winning the case. This is just fun to talk about the utility formula of assassinations on HN.But it's probably true that as c[l] increases, c[f] increases as well, and p[l] drops. So it's rarely (never?) worth this trade-off.
It's basically equivalent. "You are going to be furloughed for 2 weeks without pay" means, "You have an additional 2 weeks of vacation, but we're going to cut your annual salary by 1/26th."
Which is the same thing as, "Give us back 1/26th of your annual salary, and we'll give you 2 additional weeks of PTO."
1. Everyone's "algorithm" is different. Even if you could bake every possible filter into your eGrocery product, can you imagine the UX nightmare?
2. The "that I like the most" is a tough thing to quantify. Who is "I"? Me? My wife? My kids? My mom who's coming to visit this weekend? What do I like? Specific brands? Things I've bought before? From that store, or a different one? Things I might like because they share characteristics?
Let alone the "what looks good today?" or "what's on sale today?" method of shopping!
Even packaged goods are tough. When I'm in a store, I know quickly which product I want. I may not remember the brand name, but I can scan the shelf and find it.
Online, I have to sort through a myriad of options, not to mention sizes and variants.
BBQ sauce, for instance, returns 58 results on Peapod. Sweet Baby Ray's, which I like, is 22 of those. There are 13 different variants (original, hickory & brown sugar, honey, buffalo sauce, sweet'n spicy, honey mustard, honey teriyaki, sweet teriyaki, sweet vidalia onion, maple, sweet chili glaze, honey chipotle, no sugar added) and 7 different sizes (14oz, 16oz, 18oz, 18.5oz, 28oz, 40oz, 80oz).
Holy crap!
I know what the label looks like, and I know the bottle is about yea-big. The images online are 200x200... I can barely SEE the label.
Then, what if what I want isn't in stock? Is it going to appear on the page? Am I just not going to get it? Would I get a substitute, as I might if I was in the store?
By the time I do that mental exercise for 50 items, I might as well drive to the store.
These are hard challenges.
One thing that might make a difference is integration with club cards. Giant knows what I buy down to frequency and UPC. Why haven't they done better integration to link my in-person buying with encouraging me to buy the same items online?
My point was the simpler one that having kids in of itself doesn’t hold you back.
All this is to say... it's not about fast or slow. It's about different and finding what works.
And there are counter-examples, too. I worked with a guy who ran a global business unit—a couple billion dollars, probably—and had 5 kids. Might he have been even more successful had he remained childless? Maybe... who knows. He was good either way.
I volunteered with a woman who is now the CEO of a Fortune 500 company. She brought her daughter with her, and doing social good as a family was an important part of her personal and. professional life.
If you're good and driven, it doesn't matter.
Kids don't make that easier—and in fact, make it harder because you simply can't roll over and let people walk all over you. That transition was painful. And, if I'm being honest, is still hard for me.
The first time our CEO suggested we meet at 6:30pm, and I said, "Nope, I have to cook dinner and put the kids in the bath" was... terrifying.
While there are still times where my family gets the short end of the stick, I've found it to be empowering, and I think begets respect.
No one respects a doormat—kids or no, don't be one.
* I ruthlessly prioritize — you have to when you're balancing a family.
* I don't dwell on mistakes – milk, quite literally, is spilled on a daily basis.
* I'm a better manager – kids teach you to be clear and immediate in your feedback, not to mention more empathetic
* I speak better – reading bedtime stories means you practice public speaking every night
A company that measures performance in hours or dedication will not reward those attributes. But the good ones will happily give you flexibility in exchange for good work.
If you're struggling to find a balance, know first that you're not alone. But recognize quickly that your employment environment may be incompatible with family life, and so what's "slowing your career down" is your management... not your kids or your own performance.
Generally, it was a great demonstration of CSS at a time when CSS was rather novel, and the "separation of content and presentation" sticks with me today, and forms a good foundation for things like built-once responsive web design.
For me personally, I met a lot of interesting people through CSSZG, including Bill Zeller (RIP[1]) and others.
Well, pontificating here:
1. Because many applications don't ship with additional fonts, and it's an additional layer of complexity. Some do—Microsoft Word comes to mind, IIRC.
2. Because you're still left with the same problem: unless all browsers can agree on an additional set of standard fonts, you as a web developer will only want to use those installed by Chrome and Edge and Safari and Firefox.
3. Because licensing for desktop application may (?) be more of a pain than licensing for web usage. Which may not matter for Google Fonts, since they may be the license holder for all anyway. I don't know.
The challenge is that to ensure consistency, you need to use the "lowest common denominator" of fonts that are installed by default across all operating systems. Which leaves you with (like) Arial, Times, Courier, Verdana, Georgia, Palatino, and (hahahaha) Comic Sans.
The real answer here is why web designers use Google Fonts as opposed to embedding their own fonts. To which the answer is: it's so much easier. (Tech, licensing, formats, compatibility, etc.)