this post was submitted on 22 Mar 2026
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Also engineer here. Please, listen to engineering. I'm so tired of product coming in with ideas fully detached from reality.
At one job, they got it into their head that "our system has no concept of an account. There's just projects floating around, and nothing unifying them. We need to do a bunch of work to create this". I said to myself, that's crazy. There is an account. Every project has a foreign key relationship with it. It's just not named "account" for some reason.
Listening to me took what could've been a clusterfuck of wasted weeks into a one day find-and-replace project. Personally, I would've just left it with the slightly weird name and called it a win, but I think product needed to feel like they were adding some value somehow.
Or the time they wanted to fully rewrite the internal tool for scheduling work. We had operations people that managed the field workers schedule, using some home-grown tool written years ago and never really updated. They wanted a full rewrite. I talked to the people who actually use the thing and asked them what their biggest pain points were. Looked at the code. Yeah, one of those can be fixed today, the other in a couple days. This doesn't need to be a two month project. We did it my way and operations was delighted.
One time I wasn't in the room, and product and one less good engineer got it into their head that there's no way to tell which work orders go with which set of outputs. They thought that the output just appeared, and you couldn't tell where it came from. Unfortunately, this spun up into a "we need to rewrite the entire system!" project. Some months later (of delivering no value to anyone) there were layoffs, and at great personal cost I was able to convince them that yes, there is a foreign key, and we can make significantly smaller changes to solve the actual problems. I regret not killing that initiative earlier, but I think people wanted it as a big line item on their resume.
That's all startup land.
At the megacorp I worked at, trying to convince management that we should have automated tests is like trying to speak french to someone who only speaks italian. I think they understand some of what I'm saying, maybe, but most of it's not getting through. A good chunk of the IC engineers know the system is bad and has a bunch of "we could improve this in a day" tasks we could do, but management doesn't understand. So we keep having multi-day deploys with "omg it's broken again".