predaking

I felt the same from the time the very first post from Fried dropped.

> I followed the entire conversation and “a founder on a rage bender” is an extreme exaggeration.

I don't know, maybe you missed the part where he posted on Twitter about cancel culture and then started blocking everyone who disagreed with him. Rage benders don't need to be limited to the office. =)

100% agree, although digging through someone’s comment history on Reddit is totally fair game! ;)

In all seriousness this is an abhorrent example for a company leader to be setting. It’s incredibly disappointing but unfortunately maybe not that surprising.

What a terrible example for a leader to set and a petty, immature way for them to act.

Edit: rather than downvoting silently I’d love to have dialogue indicating why I’d be wrong about DHH’s behavior, but everyone is free to behave the way they like :)

Then your boss sucks. There’s no excuse for a leader who doesn’t do 1:1s.

Anyone have an idea of where the self-reported salary chart in the article is from?

Adding to my comment: no mention of any sort of design system for a component based library (kind of key in either Angular or React or any other component-based UI framework), no mention of the CTO or the architect or the dev team establishing consistent standards and being responsible about their use...anyway, not every problem is "technical" in nature. Sounds like this project (and company) had a lot of issues going well beyond the tech.

So many things here indicating both a strategic problem in the org and some issues with the approach. Context: I've used both React and Angular extensively on a variety of applications, for startups and the most "enterprisey" of entities claiming to be enterprisey (the government) and came from a .NET background prior.

First - GRRR. What defined this as an "enterprise" app? Facebook is an enterprise app, dude, with millions of transactions a day. Just because an app is big doesn't make it an "enterprise" app.

architect was hired from outside to create a proposal for a team that had no one capable of operating in that role (and apparently the CTO as well)

"He already has a development partner in India, but they lack experience in building web applications." - this is a massive red flag

architect was sent away to do proposals without anyone talking to the development team to get any buy-in

architect got the background of the dev team from the CTO but neither architect or CTO talked to the development team (who would be implementing) prior to doing a proposal

"the technical lead ambushes me" - this is the first time the tech lead and the "architect" interacted. There's no "ambush" here; it's a failing on the CTO+architect's part to communicate to the team in advance, and perhaps at least involve the team lead

CTO is against angular but his outsourced team is familiar with .NET and Java; why is there even a need for an "outside architect" to make this choice when it's only between React and Angular?

"the CTO is backing his team, which is normal. He had known me for just two months, while he had been working with his team for many years." - Why is no one on the CTO's team, after many years, capable of investigating and making these decisions? Why did they need to go outside? If the plan was to continue using this outsourced team, why didn't anyone invest in their training to be self-sufficient vs a direction from on high? Why was there zero training plan?

"And that’s how we end up with three ways of doing things. There is no consistency anymore." Where is the CTO during all of this?