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Sorry for missing the newsletter last week! I started writing on Monday as normal, and by Wednesday the piece (about the hierarchy of controls ) was 2000 words and not close to done. So now it'll be a blog post sometime later this month. I also just released a new version of Logic for Programmers! 0.7 adds a bunch of new content (type invariants, modeling access policies, rewrites of the first chapters) but more importantly has new fonts that are more legible than the old ones. Go check it out! For this week's newsletter I want to brainstorm an idea I've been noodling over for a while. Say we have a computational task, like running a simulation or searching a very large graph, and it's taking too long to complete on a computer. There's generally three things that we can do to make it faster: Buy a faster computer ("vertical scaling") Modify the software to use the computer's resources better ("efficiency") Modify the software to use multiple computers ("horizontal scaling") (Splitting...
a month ago

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More from Computer Things

New Blog Post: "A Perplexing Javascript Parsing Puzzle"

I know I said we'd be back to normal newsletters this week and in fact had 80% of one already written. Then I unearthed something that was better left buried. Blog post here, Patreon notes here (Mostly an explanation of how I found this horror in the first place). Next week I'll send what was supposed to be this week's piece. (PS: April Cools in three weeks!)

5 days ago 8 votes
Five Kinds of Nondeterminism

No newsletter next week, I'm teaching a TLA+ workshop. Speaking of which: I spend a lot of time thinking about formal methods (and TLA+ specifically) because it's where the source of almost all my revenue. But I don't share most of the details because 90% of my readers don't use FM and never will. I think it's more interesting to talk about ideas from FM that would be useful to people outside that field. For example, the idea of "property strength" translates to the idea that some tests are stronger than others. Another possible export is how FM approaches nondeterminism. A nondeterministic algorithm is one that, from the same starting conditions, has multiple possible outputs. This is nondeterministic: # Pseudocode def f() { return rand()+1; } When specifying systems, I may not encounter nondeterminism more often than in real systems, but I am definitely more aware of its presence. Modeling nondeterminism is a core part of formal specification. I mentally categorize nondeterminism into five buckets. Caveat, this is specifically about nondeterminism from the perspective of system modeling, not computer science as a whole. If I tried to include stuff on NFAs and amb operations this would be twice as long.1 1. True Randomness Programs that literally make calls to a random function and then use the results. This the simplest type of nondeterminism and one of the most ubiquitous. Most of the time, random isn't truly nondeterministic. Most of the time computer randomness is actually pseudorandom, meaning we seed a deterministic algorithm that behaves "randomly-enough" for some use. You could "lift" a nondeterministic random function into a deterministic one by adding a fixed seed to the starting state. # Python from random import random, seed def f(x): seed(x) return random() >>> f(3) 0.23796462709189137 >>> f(3) 0.23796462709189137 Often we don't do this because the point of randomness is to provide nondeterminism! We deliberately abstract out the starting state of the seed from our program, because it's easier to think about it as locally nondeterministic. (There's also "true" randomness, like using thermal noise as an entropy source, which I think are mainly used for cryptography and seeding PRNGs.) Most formal specification languages don't deal with randomness (though some deal with probability more broadly). Instead, we treat it as a nondeterministic choice: # software if rand > 0.001 then return a else crash # specification either return a or crash This is because we're looking at worst-case scenarios, so it doesn't matter if crash happens 50% of the time or 0.0001% of the time, it's still possible. 2. Concurrency # Pseudocode global x = 1, y = 0; def thread1() { x++; x++; x++; } def thread2() { y := x; } If thread1() and thread2() run sequentially, then (assuming the sequence is fixed) the final value of y is deterministic. If the two functions are started and run simultaneously, then depending on when thread2 executes y can be 1, 2, 3, or 4. Both functions are locally sequential, but running them concurrently leads to global nondeterminism. Concurrency is arguably the most dramatic source of nondeterminism. Small amounts of concurrency lead to huge explosions in the state space. We have words for the specific kinds of nondeterminism caused by concurrency, like "race condition" and "dirty write". Often we think about it as a separate topic from nondeterminism. To some extent it "overshadows" the other kinds: I have a much easier time teaching students about concurrency in models than nondeterminism in models. Many formal specification languages have special syntax/machinery for the concurrent aspects of a system, and generic syntax for other kinds of nondeterminism. In P that's choose. Others don't special-case concurrency, instead representing as it as nondeterministic choices by a global coordinator. This more flexible but also more inconvenient, as you have to implement process-local sequencing code yourself. 3. User Input One of the most famous and influential programming books is The C Programming Language by Kernighan and Ritchie. The first example of a nondeterministic program appears on page 14: For the newsletter readers who get text only emails,2 here's the program: #include /* copy input to output; 1st version */ main() { int c; c = getchar(); while (c != EOF) { putchar(c); c = getchar(); } } Yup, that's nondeterministic. Because the user can enter any string, any call of main() could have any output, meaning the number of possible outcomes is infinity. Okay that seems a little cheap, and I think it's because we tend to think of determinism in terms of how the user experiences the program. Yes, main() has an infinite number of user inputs, but for each input the user will experience only one possible output. It starts to feel more nondeterministic when modeling a long-standing system that's reacting to user input, for example a server that runs a script whenever the user uploads a file. This can be modeled with nondeterminism and concurrency: We have one execution that's the system, and one nondeterministic execution that represents the effects of our user. (One intrusive thought I sometimes have: any "yes/no" dialogue actually has three outcomes: yes, no, or the user getting up and walking away without picking a choice, permanently stalling the execution.) 4. External forces The more general version of "user input": anything where either 1) some part of the execution outcome depends on retrieving external information, or 2) the external world can change some state outside of your system. I call the distinction between internal and external components of the system the world and the machine. Simple examples: code that at some point reads an external temperature sensor. Unrelated code running on a system which quits programs if it gets too hot. API requests to a third party vendor. Code processing files but users can delete files before the script gets to them. Like with PRNGs, some of these cases don't have to be nondeterministic; we can argue that "the temperature" should be a virtual input into the function. Like with PRNGs, we treat it as nondeterministic because it's useful to think in that way. Also, what if the temperature changes between starting a function and reading it? External forces are also a source of nondeterminism as uncertainty. Measurements in the real world often comes with errors, so repeating a measurement twice can give two different answers. Sometimes operations fail for no discernable reason, or for a non-programmatic reason (like something physically blocks the sensor). All of these situations can be modeled in the same way as user input: a concurrent execution making nondeterministic choices. 5. Abstraction This is where nondeterminism in system models and in "real software" differ the most. I said earlier that pseudorandomness is arguably deterministic, but we abstract it into nondeterminism. More generally, nondeterminism hides implementation details of deterministic processes. In one consulting project, we had a machine that received a message, parsed a lot of data from the message, went into a complicated workflow, and then entered one of three states. The final state was totally deterministic on the content of the message, but the actual process of determining that final state took tons and tons of code. None of that mattered at the scope we were modeling, so we abstracted it all away: "on receiving message, nondeterministically enter state A, B, or C." Doing this makes the system easier to model. It also makes the model more sensitive to possible errors. What if the workflow is bugged and sends us to the wrong state? That's already covered by the nondeterministic choice! Nondeterministic abstraction gives us the potential to pick the worst-case scenario for our system, so we can prove it's robust even under those conditions. I know I beat the "nondeterminism as abstraction" drum a whole lot but that's because it's the insight from formal methods I personally value the most, that nondeterminism is a powerful tool to simplify reasoning about things. You can see the same approach in how I approach modeling users and external forces: complex realities black-boxed and simplified into nondeterministic forces on the system. Anyway, I hope this collection of ideas I got from formal methods are useful to my broader readership. Lemme know if it somehow helps you out! I realized after writing this that I already talked wrote an essay about nondeterminism in formal specification just under a year ago. I hope this one covers enough new ground to be interesting! ↩ There is a surprising number of you. ↩

3 weeks ago 17 votes
What hard thing does your tech make easy?

I occasionally receive emails asking me to look at the writer's new language/library/tool. Sometimes it's in an area I know well, like formal methods. Other times, I'm a complete stranger to the field. Regardless, I'm generally happy to check it out. When starting out, this is the biggest question I'm looking to answer: What does this technology make easy that's normally hard? What justifies me learning and migrating to a new thing as opposed to fighting through my problems with the tools I already know? The new thing has to have some sort of value proposition, which could be something like "better performance" or "more secure". The most universal value and the most direct to show is "takes less time and mental effort to do something". I can't accurately judge two benchmarks, but I can see two demos or code samples and compare which one feels easier to me. Examples Functional programming What drew me originally to functional programming was higher order functions. # Without HOFs out = [] for x in input { if test(x) { out.append(x) } } # With HOFs filter(test, input) We can also compare the easiness of various tasks between examples within the same paradigm. If I know FP via Clojure, what could be appealing about Haskell or F#? For one, null safety is a lot easier when I've got option types. Array Programming Array programming languages like APL or J make certain classes of computation easier. For example, finding all of the indices where two arrays differ. Here it is in Python: x = [1, 4, 2, 3, 4, 1, 0, 0, 0, 4] y = [2, 3, 1, 1, 2, 3, 2, 0, 2, 4] >>> [i for i, (a, b) in enumerate(zip(x, y)) if a == b] [7, 9] And here it is in J: x =: 1 4 2 3 4 1 0 0 0 4 y =: 2 3 1 1 2 3 2 0 2 4 I. x = y 7 9 Not every tool is meant for every programmer, because you might not have any of the problems a tool makes easier. What comes up more often for you: filtering a list or finding all the indices where two lists differ? Statistically speaking, functional programming is more useful to you than array programming. But I have this problem enough to justify learning array programming. LLMs I think a lot of the appeal of LLMs is they make a lot of specialist tasks easy for nonspecialists. One thing I recently did was convert some rst list tables to csv tables. Normally I'd have to do write some tricky parsing and serialization code to automatically convert between the two. With LLMs, it's just Convert the following rst list-table into a csv-table: [table] "Easy" can trump "correct" as a value. The LLM might get some translations wrong, but it's so convenient I'd rather manually review all the translations for errors than write specialized script that is correct 100% of the time. Let's not take this too far A college friend once claimed that he cracked the secret of human behavior: humans do whatever makes them happiest. "What about the martyr who dies for their beliefs?" "Well, in their last second of life they get REALLY happy." We can do the same here, fitting every value proposition into the frame of "easy". CUDA makes it easier to do matrix multiplication. Rust makes it easier to write low-level code without memory bugs. TLA+ makes it easier to find errors in your design. Monads make it easier to sequence computations in a lazy environment. Making everything about "easy" obscures other reason for adopting new things. That whole "simple vs easy" thing Sometimes people think that "simple" is better than "easy", because "simple" is objective and "easy" is subjective. This comes from the famous talk Simple Made Easy. I'm not sure I agree that simple is better or more objective: the speaker claims that polymorphism and typeclasses are "simpler" than conditionals, and I doubt everybody would agree with that. The problem is that "simple" is used to mean both "not complicated" and "not complex". And everybody agrees that "complicated" and "complex" are different, even if they can't agree what the difference is. This idea should probably expanded be expanded into its own newsletter. It's also a lot harder to pitch a technology on being "simpler". Simplicity by itself doesn't make a tool better equipped to solve problems. Simplicity can unlock other benefits, like compositionality or tractability, that provide the actual value. And often that value is in the form of "makes some tasks easier".

a month ago 25 votes
The Juggler's Curse

I'm making a more focused effort to juggle this year. Mostly boxes, but also classic balls too.1 I've gotten to the point where I can almost consistently do a five-ball cascade, which I thought was the cutoff to being a "good juggler". "Thought" because I now know a "good juggler" is one who can do the five-ball cascade with outside throws. I know this because I can't do the outside five-ball cascade... yet. But it's something I can see myself eventually mastering, unlike the slightly more difficult trick of the five-ball mess, which is impossible for mere mortals like me. In theory there is a spectrum of trick difficulties and skill levels. I could place myself on the axis like this: In practice, there are three tiers: Toddlers Good jugglers who practice hard Genetic freaks and actual wizards And the graph always, always looks like this: This is the jugglers curse, and it's a three-parter: The threshold between you and "good" is the next trick you cannot do. Everything below that level is trivial. Once you've gotten a trick down, you can never go back to not knowing it, to appreciating how difficult it was to learn in the first place.2 Everything above that level is just "impossible". You don't have the knowledge needed to recognize the different tiers.3 So as you get better, the stuff that was impossible becomes differentiable, and you can see that some of it is possible. And everything you learned becomes trivial. So you're never a good juggler until you learn "just one more hard trick". The more you know, the more you know you don't know and the less you know you know. This is supposed to be a software newsletter A monad is a monoid in the category of endofunctors, what's the problem? (src) I think this applies to any difficult topic? Most fields don't have the same stark spectral lines as juggling, but there's still tiers of difficulty to techniques, which get compressed the further in either direction they are from your current level. Like, I'm not good at formal methods. I've written two books on it but I've never mastered a dependently-typed language or a theorem prover. Those are equally hard. And I'm not good at modeling concurrent systems because I don't understand the formal definition of bisimulation and haven't implemented a Raft. Those are also equally hard, in fact exactly as hard as mastering a theorem prover. At the same time, the skills I've already developed are easy: properly using refinement is exactly as easy as writing a wrapped counter. Then I get surprised when I try to explain strong fairness to someone and they just don't get how □◇(ENABLED〈A〉ᵥ) is obviously different from ◇□(ENABLED 〈A〉ᵥ). Juggler's curse! Now I don't actually know if this is actually how everybody experiences expertise or if it's just my particular personality— I was a juggler long before I was a software developer. Then again, I'd argue that lots of people talk about one consequence of the juggler's curse: imposter syndrome. If you constantly think what you know is "trivial" and what you don't know is "impossible", then yeah, you'd start feeling like an imposter at work real quick. I wonder if part of the cause is that a lot of skills you have to learn are invisible. One of my favorite blog posts ever is In Defense of Blub Studies, which argues that software expertise comes through understanding "boring" topics like "what all of the error messages mean" and "how to use a debugger well". Blub is a critical part of expertise and takes a lot of hard work to learn, but it feels like trivia. So looking back on a skill I mastered, I might think it was "easy" because I'm not including all of the blub that I had to learn, too. The takeaway, of course, is that the outside five-ball cascade is objectively the cutoff between good jugglers and toddlers. Rant time: I love cigar box juggling. It's fun, it's creative, it's totally unlike any other kind of juggling. And it's so niche I straight up cannot find anybody in Chicago to practice with. I once went to a juggling convention and was the only person with a cigar box set there. ↩ This particular part of the juggler's curse is also called the curse of knowledge or "expert blindness". ↩ This isn't Dunning-Kruger, because DK says that people think they are better than they actually are, and also may not actually be real. ↩

a month ago 40 votes

More in programming

AI's effects on programming jobs
18 hours ago 3 votes
Who are your teammates?

If you manage a team, who are your teammates? If you're a staff software engineer embedded in a product team, who are your teammates? The answer to the question comes down to who your main responsibility lies with. That's not the folks you're managing and leading. Your responsibility lies with your fellow leaders, and they're your teammates. The first team mentality There's a concept in leadership called the first team mentality. If you're a leader, then you're a member of a couple of different teams at the same time. Using myself as an example, I'm a member of the company's leadership team (along with the heads of marketing, sales, product, etc.), and I'm also a member of the engineering department's leadership team (along with the engineering directors and managers and the CTO). I'm also sometimes embedded into a team for a project, and at one point I was running a 3-person platform team day-to-day. So I'm on at least two teams, but often three or more. Which of these is my "first" team, the one which I will prioritize over all the others? For my role, that's ultimately the company leadership. Each department is supposed to work toward the company goals, and so if there's an inter-department conflict you need to do what's best for the company—helping your fellow department heads—rather than what's best for your department. (Ultimately, your job is to get both of these into alignment; more on that later.) This applies across roles. If you're an engineering manager, your teammates are not the people who report to you. Your teammates are the other engineering managers and staff engineers at your level. You all are working together toward department goals, and sometimes the team has to sacrifice to make that happen. Focus on the bigger goals One of the best things about a first team mentality is that it comes with a shift in where your focus is. You have to focus on the broader goals your group is working in service of, instead of focusing on your group's individual work. I don't think you can achieve either without the other. When you zoom out from the team you lead or manage and collaborate with your fellow leaders, you gain context from them. You see what their teams are working on, and you can contextualize your work with theirs. And you also see how your work impacts theirs, both positively and negatively. That broader context gives you a reminder of the bigger, broader goals. It can also show you that those goals are unclear. And if that's the case, then the work you're doing in your individual teams doesn't matter, because no one is going in the same direction! What's more important there is to focus on figuring out what the bigger goals should be. And once those are done, then you can realign each of your groups around them. Conflicts are a lens Sometimes the first team mentality will result in a conflict. There's something your group wants or needs, which will result in a problem for another group. Ultimately, this is your work to resolve, and the conflict is a lens you can use to see misalignment and to improve the greater organization. You have to find a way to make sure that your group is healthy and able to thrive. And you also have to make sure that your group works toward collective success, which means helping all the groups achieve success. Any time you run into a conflict like this, it means that something went wrong in alignment. Either your group was doing something which worked against its own goal, or it was doing something which worked against another group's goal. If the latter, then that means that the goals themselves fundamentally conflicted! So you go and you take that conflict, and you work through it. You work with your first team—and you figure out what the mismatch is, where it came from, and most importantly, what we do to resolve it. Then you take those new goals back to your group. And you do it with humility, since you're going to have to tell them that you made a mistake. Because that alignment is ultimately your job, and you have to own your failures if you expect your team to be able to trust you and trust each other.

18 hours ago 2 votes
The most interesting people

We didn’t used to need an explanation for having kids. That was just life. That’s just what you did. But now we do, because now we don’t. So allow me: Having kids means making the most interesting people in the world. Not because toddlers or even teenagers are intellectual oracles — although life through their eyes is often surprising and occasionally even profound — but because your children will become the most interesting people to you. That’s the important part. To you. There are no humans on earth I’m as interested in as my children. Their maturation and growth are the greatest show on the planet. And having a front-seat ticket to this performance is literally the privilege of a lifetime. But giving a review of this incredible show just doesn’t work. I could never convince a stranger that my children are the most interesting people in the world, because they wouldn’t be, to them. So words don’t work. It’s a leap of faith. All I can really say is this: Trust me, bro.

yesterday 2 votes
Resentment

If you give some monkeys a slice of cucumber each, they are all pretty happy. Then you give one monkey a grape, and nobody is happy with their cucumber any more. They might even throw the slices back at the experimenter. He got a god damned grape this is bullshit I don’t want a cucumber anymore! Nobody was in absolute terms worse off, but that doesn’t prevent the monkeys from being upset. And this isn’t unique to monkeys, I see this same behavior on display when I hear about billionaires. It’s not about what I have, they got a grape. The tweet is here. What do you do about this? Of course, you can fire this women, but what percent of people in American society feel the same way? How much of this can you tolerate and still have a functioning society? What’s particularly absurd about the critique in the video is that it hasn’t been thought through very far. If that house and its friends stopped “ordering shit”, the company would stop making money and she wouldn’t have that job. There’s nothing preventing her from quitting today and getting the same outcome for herself. But of course, that isn’t what it’s about, because then somebody else would be delivering the packages. You see, that house got a grape. So how do we get through this? I’ll propose something, but it’s sort of horrible. Bring people to power based on this feeling. Let everyone indulge fully in their resentment. Kill the bourgeois. They got grapes, kill them all! Watch the situation not improve. Realize that this must be because there’s still counterrevolutionaries in the mix, still a few grapefuckers. Some billionaire is trying to hide his billions! Let the purge continue! And still, things are not improving. People are starving. The economy isn’t even tracked anymore. Things are bad. Millions are dead. The demoralization is complete. Starvation and real poverty are more powerful emotions than resentment. It was bad when people were getting grapes, but now there aren’t even cucumbers anymore. In the face of true poverty for all, the resentment fades. Society begins to heal. People are grateful to have food, they are grateful for what they have. Expectations are back in line with market value. You have another way to fix this? Cause this is what seems to happen in history, and it takes a generation. The demoralization is just beginning.

2 days ago 3 votes
Career advice in 2025.

Yesterday, the tj-actions repository, a popular tool used with Github Actions was compromised (for more background read one of these two articles). Watching the infrastructure and security engineering teams at Carta respond, it highlighted to me just how much LLMs can’t meaningfully replace many essential roles of software professionals. However, I’m also reading Jennifer Palkha’s Recoding America, which makes an important point: decision-makers can remain irrational longer than you can remain solvent. (Or, in this context, remain employed.) I’ve been thinking about this a lot lately, as I’ve ended up having more “2025 is not much fun”-themed career discussions with prior colleagues navigating the current job market. I’ve tried to pull together my points from those conversations here: Many people who first entered senior roles in 2010-2020 are finding current roles a lot less fun. There are a number of reasons for this. First, managers were generally evaluated in that period based on their ability to hire, retain and motivate teams. The current market doesn’t value those skills particularly highly, but instead prioritizes a different set of skills: working in the details, pushing pace, and navigating the technology transition to foundational models / LLMs. This means many members of the current crop of senior leaders are either worse at the skills they currently need to succeed, or are less motivated by those activities. Either way, they’re having less fun. Similarly, the would-be senior leaders from 2010-2020 era who excelled at working in the details, pushing pace and so on, are viewed as stagnate in their careers so are still finding it difficult to move into senior roles. This means that many folks feel like the current market has left them behind. This is, of course, not universal. It is a general experience that many people are having. Many people are not having this experience. The technology transition to Foundational models / LLMs as a core product and development tool is causing many senior leaders’ hard-earned playbooks to be invalidated. Many companies that were stable, durable market leaders are now in tenuous positions because foundational models threaten to erode their advantage. Whether or not their advantage is truly eroded is uncertain, but it is clear that usefully adopting foundational models into a product requires more than simply shoving an OpenAI/Anthropic API call in somewhere. Instead, you have to figure out how to design with progressive validation, with critical data validated via human-in-the-loop techniques before it is used in a critical workflow. It also requires designing for a rapidly improving toolkit: many workflows that were laughably bad in 2023 work surprisingly well with the latest reasoning models. Effective product design requires architecting for both massive improvement, and no improvement at all, of models in 2026-2027. This is equally true of writing software itself. There’s so much noise about how to write software, and much of it’s clearly propaganda–this blog’s opening anecdote regarding the tj-actions repository prove that expertise remains essential–but parts of it aren’t. I spent a few weeks in the evenings working on a new side project via Cursor in January, and I was surprised at how much my workflow changed even through Cursor itself was far from perfect. Even since then, Claude has advanced from 3.5 to 3.7 with extended thinking. Again, initial application development might easily be radically different in 2027, or it might be largely unchanged after the scaffolding step in complex codebases. (I’m also curious to see if context window limitations drive another flight from monolithic architectures.) Sitting out this transition, when we are relearning how to develop software, feels like a high risk proposition. Your well-honed skills in team development are already devalued today relative to three years ago, and now your other skills are at risk of being devalued as well. Valuations and funding are relatively less accessible to non-AI companies than they were three years ago. Certainly elite companies are doing alright, whether or not they have a clear AI angle, but the cutoff for remaining elite has risen. Simultaneously, the public markets are challenged, which means less willingness for both individuals and companies to purchase products, which slows revenue growth, further challenging valuations and funding. The consequence of this if you’re at a private, non-AI company, is that you’re likely to hire less, promote less, see less movement in pay bands, and experience a less predictable path to liquidity. It also means fewer open roles at other companies, so there’s more competition when attempting to trade up into a larger, higher compensated role at another company. The major exception to this is joining an AI company, but generally those companies are in extremely competitive markets and are priced more appropriately for investors managing a basket of investments than for employees trying to deliver a predictable return. If you join one of these companies today, you’re probably joining a bit late to experience a big pop, your equity might go to zero, and you’ll be working extremely hard for the next five to seven years. This is the classic startup contract, but not necessarily the contract that folks have expected over the past decade as maximum compensation has generally come from joining a later-stage company or member of the Magnificent Seven. As companies respond to the reduced valuations and funding, they are pushing their teams harder to find growth with their existing team. In the right environment, this can be motivating, but people may have opted into to a more relaxed experience that has become markedly less relaxed without their consent. If you pull all those things together, you’re essentially in a market where profit and pace are fixed, and you have to figure out how you personally want to optimize between people, prestige and learning. Whereas a few years ago, I think these variables were much more decoupled, that is not what I hear from folks today, even if their jobs were quite cozy a few years ago. Going a bit further, I know folks who are good at their jobs, and have been struggling to find something meaningful for six-plus months. I know folks who are exceptionally strong candidates, who can find reasonably good jobs, but even they are finding that the sorts of jobs they want simply don’t exist right now. I know folks who are strong candidates but with some oddities in their profile, maybe too many short stints, who are now being filtered out because hiring managers need some way to filter through the higher volume of candidates. I can’t give advice on what you should do, but if you’re finding this job market difficult, it’s certainly not personal. My sense is that’s basically the experience that everyone is having when searching for new roles right now. If you are in a role today that’s frustrating you, my advice is to try harder than usual to find a way to make it a rewarding experience, even if it’s not perfect. I also wouldn’t personally try to sit this cycle out unless you’re comfortable with a small risk that reentry is quite difficult: I think it’s more likely that the ecosystem is meaningfully different in five years than that it’s largely unchanged. Altogether, this hasn’t really been the advice that anyone wanted when they chatted with me, but it seems to generally have resonated with them as a realistic appraisal of the current markets. Hopefully there’s something useful for you in here as well.

2 days ago 2 votes