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Many (most?) engineers go from university to a sizable company significantly distancing them from the actual value their code creates. They labour under the delusion that they’re paid to write code. In fact, they’re paid to make money, and writing code is probably the most expensive way that they can do that. They will often say things like “We should scrap this entirely and re-write it, it will only take 8 months” – often about code that generates 8 figures in revenue and employs several dozen people. Code that pays for their smartwatches. But, of course: Engineers are hired to create business value, not to program things – Don’t Call Yourself A Programmer, And Other Career Advice In my estimate it takes about a decade of experience before engineers start to really internalize this. This can be significantly sped up by having a shorter feedback loop between the code written and the value realized by the engineer. There are two ways to do this: Freelancing Founding Freelancing By freelancing, and doing it well, the reward, is very directly tied to the code written. The best way to do freelance, for the sake of learning, would be to work on fixed cost contracts – which isn’t great freelancing advice, but is excellent for the longterm career. Delivering to someone elses specs makes engineers focused on delivery only the necessary and sufficient code to make that happen. All the correct decisions result in an improvement of the engineers earnings per hour and all mistakes in a reduction. That feedback loop very quickly teaches: The importance of quality and automated testing Architecture and keeping options open Communication and requirements gathering, asking the right questions All of these are factors that come into play once an engineer is breaking the barrier from Senior to management or Staff. Founding a company Founding a company, where the code that you produced secures your salary, teaches those lessons, plus a few others: Understanding the importance tradeoffs that companies make betwen velocity and tech debt It is also an opportunity to learn how to make those tradeoffs well, something engineers aren’t always great at Experience creating the most value possible with the least code Very few enginers pre-emtively suggest ways to test product hyptheses using cheaper appoaches Pragmatism and bias towards shipping and avoidingg gold-plating functionality that is immature Plus you very quickly start to understand why “We should re-write it” is almost never the right business decision. All software engineers should freelance or found a business was originally published by Ognjen Regoje at Ognjen Regoje • ognjen.io on April 18, 2025.
In The Innovator’s Dilemma Christensen talks about how when acquiring a company you might either be acquiring its product or its processes. Depending on which it is, you need to handle the integration differently. I’ve realized that hiring a new manager follows a similar pattern: either they’re expected to integrate into the organization, or be independent and create some change. That expectation depends on whether the team, and possibly the wider organization, function well. If the team is high-performing, why would adding or overhauling processes make sense over fine-tuning existing ones? But new managers often join and immediately start suggesting ways to fix things. In many of these cases, they aren’t suggesting some best practices but are simply trying to have the new company function in a similar way to their previous one. But they never have enough context to justify these changes. What they should do is take a step back and understand why they were hired and what already works. Are they there to run the team as it is and perhaps look for marginal gains in efficiency and effectiveness? Or are they there because things are fundamentally broken and they need to overhaul the organization? In 9 out of 10 cases, it’s the first one. They’re there to ensure the continuity of the team. Therefore in 9 out of 10 cases the objective should be to integrate into the processes as quickly as possible and help iterate. Why are you here, manager? was originally published by Ognjen Regoje at Ognjen Regoje • ognjen.io on April 18, 2025.
I love Ben Brode’s Design Lessons from Improv talk. It presents techniques that we could all use more frequently. I particularly took the “Yes, and…“ to heart. It is an excellent technique, or attitude really, that keeps the conversation going. Conversations often start slow but get progressively more interesting the deeper you go. And “Yes, and…” makes it possible to get there. One of my favorite uses of “Yes, and…” is when someone sends you an article that you’ve already read or a video you’ve already watched. The typical response might be 👍 seen it (A whole site is named after the fact that you’ve already read it) If the other person is interested in having a conversation, you’ve just stopped it in its tracks expecting them to put in all the effort to keep it going. A “Yes, and…” response such as “Yes, I’ve read it, and something you found interesting” opens up the conversation. Even if the other person just wanted to share something they thought you might find interesting, you’ve: a) created an opportunity to exchange opinions and b) put in slightly above the bare minimum of effort to acknowledge that what they shared with you was indeed interesting At work At work, specifically, it is useful in all manner of discussions. Conversations about product, or code, or architecture, or team activities, or customer service all get better when you don’t dismiss but build on top of each other. The value of "Yes, and..." was originally published by Ognjen Regoje at Ognjen Regoje • ognjen.io on April 17, 2025.
One of the best pieces of advice I’ve ever gotten is to take a minute, or a week, after you’ve had a difficult conversation. By and large, people are not unreasonable. They’re not out to get you. They’re not trying to make your life miserable. They’re probably trying to do what they think is right. But tough conversations happen and when they do it’s important to take time to process the information and formulate a more nuanced opinion. To take a work example: picture a conversation where you’re being some particularly heavy feedback You’re confused, you’re sad, you’re angry. You disagree. You want to protest, defend yourself, argue, explain. Doing so, however, would accomplish nothing in the immediate, and probably set you back in the long-term. The other person is probably also upset and stressed about having to have the conversation. Getting defensive would get make them to do the same and the conversation would quickly devolve into one run by emotions. Instead, listen and gather as much information as possible. If possible, try to write as much as you can down. Don’t say much except ask questions and then politely ask for a follow-up meeting in a few days. That will give you the time to process all the information and figure out if they were right, if it might not have been a big deal at all, if there is nuance in the situation or if you were indeed right. Or, as is most likely, some combination of all of the above. You’ll be able to formulate a cohesive model of the situation in your head, which will help you make a better decision or counter-argument if needed. It’ll also give you, and the others, time to cool down and prevent anyone from reacting too emotionally. Come to the follow-up meeting with humility and a willingness to compromise. Recap the previous meeting and make sure that everyone is on the same page. Then explain your understanding of the situation and present your opinion. The end result should be a much more amicable outcome without the need for a third meeting. And while my example is in the context of work, the same is true for personal conversations. So, take a minute. Or a week. It’ll help you make better decisions. During a difficult conversation, remember to take a minute was originally published by Ognjen Regoje at Ognjen Regoje • ognjen.io on April 17, 2025.
There is nothing as inevitable as a re-org when a new VP joins. When a new executive joins they’re often overwhelmed by the amount of context they need to absorb to start being effective. The more seasoned ones aren’t pertrubed by this: they understand that gathering this context is their full-time job for the next several weeks or months. There’s even a book about this period. The less savvy ones, on the other hand, often reach for one of the following coping strategies, depending on the type of role they occupy. This organization makes no sense, we must re-organize it immediately Spoken by a newly joined VP who needs to assess the organization and understand why it is set up the way it is. It results in several workshops about boundaries, Conway’s law and team topologies result in a slightly different, but not materially significant organization. And a VP with a much better understanding of their people, the culture, the product and the challenges. We must document/map it Spoken by a product manager getting to grips with the features they’ll be working on before having read the abundant sales, technical and product reference materials. This usually results in several workshops where there is a lot of “discovery” and “mapping”. In reality, the product manager is getting an in-person crash course. It rarely results in any new discoveries or documentation or maps being produced but always results in a much more confident product manager. We must have a process for that Spoken by a new engineering manager who’s not yet familiar with the existing processes and ways of working. This usually results in the engineering manager starting to write a Confluence page on how the process should work, until one of the team members sends them an existing, but finished, Confluence page on exactly that, but with slight differences. The new page gets a link to the existing ones and is promptly forgotten. Does this process really work for anyone? A sub-category of the above then the process in place is different from their previous employer. This code is so bad, we must re-write it entirely Spoken by a senior but not yet quite staff engineer who’s just getting to grips with a new codebase – often about code that generates 7 or 8 digits in revenue. It results in the engineer spending several hours on an alternative architecture and running it by their team several times. Eventually, they understand that what they’re suggesting is quite similar to what is actually in place, that there is some refactoring and improvements to be done, but it’s nowhere near as tragic as they imagined it to be. Why does this happen? A week or two after joining, depending on how generous the company is, the engineer gets a ticket to work on, the PM is asked about the backlog priority and the EM why their bug injection rate is so high and what they’re doing about it. And they naturally feel lost. The problem is that most companies don’t set an expected timeline for having a person become effective in their position. How to do better? The amount of context required to be effective increases with seniority. But everyone needs a couple of weeks outside of the default onboarding programme to read through their team’s wiki space, to look through the backlog, to pair with their colleagues, to get an understanding of the work the team is doing, to be present at the retrospectives to listen and not have to lead and facilitate. Only after they get the lay of the land can they start contributing in a meaningful way. The managerial fear of the unknown was originally published by Ognjen Regoje at Ognjen Regoje • ognjen.io on April 17, 2025.
More in programming
One of the first types we learn about is the boolean. It's pretty natural to use, because boolean logic underpins much of modern computing. And yet, it's one of the types we should probably be using a lot less of. In almost every single instance when you use a boolean, it should be something else. The trick is figuring out what "something else" is. Doing this is worth the effort. It tells you a lot about your system, and it will improve your design (even if you end up using a boolean). There are a few possible types that come up often, hiding as booleans. Let's take a look at each of these, as well as the case where using a boolean does make sense. This isn't exhaustive—[1]there are surely other types that can make sense, too. Datetimes A lot of boolean data is representing a temporal event having happened. For example, websites often have you confirm your email. This may be stored as a boolean column, is_confirmed, in the database. It makes a lot of sense. But, you're throwing away data: when the confirmation happened. You can instead store when the user confirmed their email in a nullable column. You can still get the same information by checking whether the column is null. But you also get richer data for other purposes. Maybe you find out down the road that there was a bug in your confirmation process. You can use these timestamps to check which users would be affected by that, based on when their confirmation was stored. This is the one I've seen discussed the most of all these. We run into it with almost every database we design, after all. You can detect it by asking if an action has to occur for the boolean to change values, and if values can only change one time. If you have both of these, then it really looks like it is a datetime being transformed into a boolean. Store the datetime! Enums Much of the remaining boolean data indicates either what type something is, or its status. Is a user an admin or not? Check the is_admin column! Did that job fail? Check the failed column! Is the user allowed to take this action? Return a boolean for that, yes or no! These usually make more sense as an enum. Consider the admin case: this is really a user role, and you should have an enum for it. If it's a boolean, you're going to eventually need more columns, and you'll keep adding on other statuses. Oh, we had users and admins, but now we also need guest users and we need super-admins. With an enum, you can add those easily. enum UserRole { User, Admin, Guest, SuperAdmin, } And then you can usually use your tooling to make sure that all the new cases are covered in your code. With a boolean, you have to add more booleans, and then you have to make sure you find all the places where the old booleans were used and make sure they handle these new cases, too. Enums help you avoid these bugs. Job status is one that's pretty clearly an enum as well. If you use booleans, you'll have is_failed, is_started, is_queued, and on and on. Or you could just have one single field, status, which is an enum with the various statuses. (Note, though, that you probably do want timestamp fields for each of these events—but you're still best having the status stored explicitly as well.) This begins to resemble a state machine once you store the status, and it means that you can make much cleaner code and analyze things along state transition lines. And it's not just for storing in a database, either. If you're checking a user's permissions, you often return a boolean for that. fn check_permissions(user: User) -> bool { false // no one is allowed to do anything i guess } In this case, true means the user can do it and false means they can't. Usually. I think. But you can really start to have doubts here, and with any boolean, because the application logic meaning of the value cannot be inferred from the type. Instead, this can be represented as an enum, even when there are just two choices. enum PermissionCheck { Allowed, NotPermitted(reason: String), } As a bonus, though, if you use an enum? You can end up with richer information, like returning a reason for a permission check failing. And you are safe for future expansions of the enum, just like with roles. You can detect when something should be an enum a proliferation of booleans which are mutually exclusive or depend on one another. You'll see multiple columns which are all changed at the same time. Or you'll see a boolean which is returned and used for a long time. It's important to use enums here to keep your program maintainable and understandable. Conditionals But when should we use a boolean? I've mainly run into one case where it makes sense: when you're (temporarily) storing the result of a conditional expression for evaluation. This is in some ways an optimization, either for the computer (reuse a variable[2]) or for the programmer (make it more comprehensible by giving a name to a big conditional) by storing an intermediate value. Here's a contrived example where using a boolean as an intermediate value. fn calculate_user_data(user: User, records: RecordStore) { // this would be some nice long conditional, // but I don't have one. So variables it is! let user_can_do_this: bool = (a && b) && (c || !d); if user_can_do_this && records.ready() { // do the thing } else if user_can_do_this && records.in_progress() { // do another thing } else { // and something else! } } But even here in this contrived example, some enums would make more sense. I'd keep the boolean, probably, simply to give a name to what we're calculating. But the rest of it should be a match on an enum! * * * Sure, not every boolean should go away. There's probably no single rule in software design that is always true. But, we should be paying a lot more attention to booleans. They're sneaky. They feel like they make sense for our data, but they make sense for our logic. The data is usually something different underneath. By storing a boolean as our data, we're coupling that data tightly to our application logic. Instead, we should remain critical and ask what data the boolean depends on, and should we maybe store that instead? It comes easier with practice. Really, all good design does. A little thinking up front saves you a lot of time in the long run. I know that using an em-dash is treated as a sign of using LLMs. LLMs are never used for my writing. I just really like em-dashes and have a dedicated key for them on one of my keyboard layers. ↩ This one is probably best left to the compiler. ↩
As I slowly but surely work towards the next release of my setcmd project for the Amiga (see the 68k branch for the gory details and my total noob-like C flailing around), I’ve made heavy use of documentation in the AmigaGuide format. Despite it’s age, it’s a great Amiga-native format and there’s a wealth of great information out there for things like the C API, as well as language guides and tutorials for tools like the Installer utility - and the AmigaGuide markup syntax itself. The only snag is, I had to have access to an Amiga (real or emulated), or install one of the various viewer programs on my laptops. Because like many, I spend a lot of time in a web browser and occasionally want to check something on my mobile phone, this is less than convenient. Fortunately, there’s a great AmigaGuideJS online viewer which renders AmigaGuide format documents using Javascript. I’ve started building up a collection of useful developer guides and other files in my own reference library so that I can access this documentation whenever I’m not at my Amiga or am coding in my “modern” dev environment. It’s really just for my own personal use, but I’ll be adding to it whenever I come across a useful piece of documentation so I hope it’s of some use to others as well! And on a related note, I now have a “unified” code-base so that SetCmd now builds and runs on 68k-based OS 3.x systems as well as OS 4.x PPC systems like my X5000. I need to: Tidy up my code and fix all the “TODO” stuff Update the Installer to run on OS 3.x systems Update the documentation Build a new package and upload to Aminet/OS4Depot Hopefully I’ll get that done in the next month or so. With the pressures of work and family life (and my other hobbies), progress has been a lot slower these last few years but I’m still really enjoying working on Amiga code and it’s great to have a fun personal project that’s there for me whenever I want to hack away at something for the sheer hell of it. I’ve learned a lot along the way and the AmigaOS is still an absolute joy to develop for. I even brought my X5000 to the most recent Kickstart Amiga User Group BBQ/meetup and had a fun day working on the code with fellow Amigans and enjoying some classic gaming & demos - there was also a MorphOS machine there, which I think will be my next target as the codebase is slowly becoming more portable. Just got to find some room in the “retro cave” now… This stuff is addictive :)
A little while back I heard about the White House launching their version of a Drudge Report style website called White House Wire. According to Axios, a White House official said the site’s purpose was to serve as “a place for supporters of the president’s agenda to get the real news all in one place”. So a link blog, if you will. As a self-professed connoisseur of websites and link blogs, this got me thinking: “I wonder what kind of links they’re considering as ‘real news’ and what they’re linking to?” So I decided to do quick analysis using Quadratic, a programmable spreadsheet where you can write code and return values to a 2d interface of rows and columns. I wrote some JavaScript to: Fetch the HTML page at whitehouse.gov/wire Parse it with cheerio Select all the external links on the page Return a list of links and their headline text In a few minutes I had a quick analysis of what kind of links were on the page: This immediately sparked my curiosity to know more about the meta information around the links, like: If you grouped all the links together, which sites get linked to the most? What kind of interesting data could you pull from the headlines they’re writing, like the most frequently used words? What if you did this analysis, but with snapshots of the website over time (rather than just the current moment)? So I got to building. Quadratic today doesn’t yet have the ability for your spreadsheet to run in the background on a schedule and append data. So I had to look elsewhere for a little extra functionality. My mind went to val.town which lets you write little scripts that can 1) run on a schedule (cron), 2) store information (blobs), and 3) retrieve stored information via their API. After a quick read of their docs, I figured out how to write a little script that’ll run once a day, scrape the site, and save the resulting HTML page in their key/value storage. From there, I was back to Quadratic writing code to talk to val.town’s API and retrieve my HTML, parse it, and turn it into good, structured data. There were some things I had to do, like: Fine-tune how I select all the editorial links on the page from the source HTML (I didn’t want, for example, to include external links to the White House’s social pages which appear on every page). This required a little finessing, but I eventually got a collection of links that corresponded to what I was seeing on the page. Parse the links and pull out the top-level domains so I could group links by domain occurrence. Create charts and graphs to visualize the structured data I had created. Selfish plug: Quadratic made this all super easy, as I could program in JavaScript and use third-party tools like tldts to do the analysis, all while visualizing my output on a 2d grid in real-time which made for a super fast feedback loop! Once I got all that done, I just had to sit back and wait for the HTML snapshots to begin accumulating! It’s been about a month and a half since I started this and I have about fifty days worth of data. The results? Here’s the top 10 domains that the White House Wire links to (by occurrence), from May 8 to June 24, 2025: youtube.com (133) foxnews.com (72) thepostmillennial.com (67) foxbusiness.com (66) breitbart.com (64) x.com (63) reuters.com (51) truthsocial.com (48) nypost.com (47) dailywire.com (36) From the links, here’s a word cloud of the most commonly recurring words in the link headlines: “trump” (343) “president” (145) “us” (134) “big” (131) “bill” (127) “beautiful” (113) “trumps” (92) “one” (72) “million” (57) “house” (56) The data and these graphs are all in my spreadsheet, so I can open it up whenever I want to see the latest data and re-run my script to pull the latest from val.town. In response to the new data that comes in, the spreadsheet automatically parses it, turn it into links, and updates the graphs. Cool! If you want to check out the spreadsheet — sorry! My API key for val.town is in it (“secrets management” is on the roadmap). But I created a duplicate where I inlined the data from the API (rather than the code which dynamically pulls it) which you can check out here at your convenience. Email · Mastodon · Bluesky
Consent morality is the idea that there are no higher values or virtues than allowing consenting adults to do whatever they please. As long as they're not hurting anyone, it's all good, and whoever might have a problem with that is by definition a bigot. This was the overriding morality I picked up as a child of the 90s. From TV, movies, music, and popular culture. Fly your freak! Whatever feels right is right! It doesn't seem like much has changed since then. What a moral dead end. I first heard the term consent morality as part of Louise Perry's critique of the sexual revolution. That in the context of hook-up culture, situationships, and falling birthrates, we have to wrestle with the fact that the sexual revolution — and it's insistence that, say, a sky-high body count mustn't be taboo — has led society to screwy dating market in the internet age that few people are actually happy with. But the application of consent morality that I actually find even more troubling is towards parenthood. As is widely acknowledged now, we're in a bit of a birthrate crisis all over the world. And I think consent morality can help explain part of it. I was reminded of this when I posted a cute video of a young girl so over-the-moon excited for her dad getting off work to argue that you'd be crazy to trade that for some nebulous concept of "personal freedom". Predictably, consent morality immediately appeared in the comments: Some people just don't want children and that's TOTALLY OKAY and you're actually bad for suggesting they should! No. It's the role of a well-functioning culture to guide people towards The Good Life. Not force, but guide. Nobody wants to be convinced by the morality police at the pointy end of a bayonet, but giving up on the whole idea of objective higher values and virtues is a nihilistic and cowardly alternative. Humans are deeply mimetic creatures. It's imperative that we celebrate what's good, true, and beautiful, such that these ideals become collective markers for morality. Such that they guide behavior. I don't think we've done a good job at doing that with parenthood in the last thirty-plus years. In fact, I'd argue we've done just about everything to undermine the cultural appeal of the simple yet divine satisfaction of child rearing (and by extension maligned the square family unit with mom, dad, and a few kids). Partly out of a coordinated campaign against the family unit as some sort of trad (possibly fascist!) identity marker in a long-waged culture war, but perhaps just as much out of the banal denigration of how boring and limiting it must be to carry such simple burdens as being a father or a mother in modern society. It's no wonder that if you incessantly focus on how expensive it is, how little sleep you get, how terrifying the responsibility is, and how much stress is involved with parenthood that it doesn't seem all that appealing! This is where Jordan Peterson does his best work. In advocating for the deeper meaning of embracing burden and responsibility. In diagnosing that much of our modern malaise does not come from carrying too much, but from carrying too little. That a myopic focus on personal freedom — the nights out, the "me time", the money saved — is a spiritual mirage: You think you want the paradise of nothing ever being asked of you, but it turns out to be the hell of nobody ever needing you. Whatever the cause, I think part of the cure is for our culture to reembrace the virtue and the value of parenthood without reservation. To stop centering the margins and their pathologies. To start centering the overwhelming middle where most people make for good parents, and will come to see that role as the most meaningful part they've played in their time on this planet. But this requires giving up on consent morality as the only way to find our path to The Good Life. It involves taking a moral stance that some ways of living are better than other ways of living for the broad many. That parenthood is good, that we need more children both for the literal survival of civilization, but also for the collective motivation to guard against the bad, the false, and the ugly. There's more to life than what you feel like doing in the moment. The worst thing in the world is not to have others ask more of you. Giving up on the total freedom of the unmoored life is a small price to pay for finding the deeper meaning in a tethered relationship with continuing a bloodline that's been drawn for hundreds of thousands of years before it came to you. You're never going to be "ready" before you take the leap. If you keep waiting, you'll wait until the window has closed, and all you see is regret. Summon a bit of bravery, don't overthink it, and do your part for the future of the world. It's 2.1 or bust, baby!
An interactive demo of bisection search and golden ratio search algorithms. There is also a motivation to learn them both. Spoiler alert! One converges better, and the other has a better computational cost.
