# people Published articles for people. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Khan Academy: a new employee's primer DevFeed: [Khan Academy: a new employee's primer]() Original publisher: [Read original article]() Author: Khan Academy Published: 2015-07-20T22:00:00Z Content type: article Language: en Sources: [Khan Academy]() Topics: [Job]() Tags: [developer](), [developers](), [education](), [engineering](), [news](), [onboarding](), [organization](), [people](), [startup](), [web-frontend](), [work]() ### AI overview Riley Shaw describes the onboarding experience after joining Khan Academy's developer team. The article highlights advance communication, supportive team messages, an assigned onboarding mentor, and early one-on-one time with a manager. ### Source excerpt By Riley Shaw I recently joined the developer team at Khan Academy. Since arriving I've been surprised by ... Read more ## Submissions open for Godot 2026 showreel DevFeed: [Submissions open for Godot 2026 showreel]() Original publisher: [Read original article]() Author: Emi Published: 2026-08-15T13:00:00Z Content type: article Language: en Sources: [Godot Engine Official]() Topics: [Godot](), [Development](), [App]() Tags: [2026](), [development](), [games](), [maintainers](), [news](), [people](), [projects](), [recurrent](), [tools](), [videos]() ### AI overview Godot invites creators to submit videos of published or in-progress games and tools for the 2026 Godot Showreel. Submissions close on October 1, 2026, followed by voting from October 2 through October 16. ### Source excerpt Showcase your Godot creations in 2026! We're inviting submissions of short videos featuring your published or in-progress Godot games or tools. Don't miss this chance to be a part of it! ## The EF's new structure DevFeed: [The EF's new structure]() Original publisher: [Read original article]() Author: Ethereum Foundation Management Published: 2026-06-23T00:00:00Z Content type: article Language: en Sources: [Ethereum Foundation Blog]() Topics: [Ethereum](), [Architecture & Design](), [Open Source](), [Security](), [Post-Quantum]() Tags: [ethereum](), [management](), [open-source](), [operations](), [organizational](), [people](), [post-quantum](), [reorganization](), [security](), [structure](), [teams]() ### AI overview The Ethereum Foundation describes a new organizational structure created through a months-long reorganization implementing its Mandate and Treasury Management Policy. The structure includes work clusters covering protocol, access, users, community, institutions, operations, and management, while 54 colleagues leave the foundation. ### Source excerpt Today, the EF is changing shape, concluding a months-long process of reorganization as part of the implementation of the Mandate and the Treasury Management Policy. We come out of this process with the structure, activities, and people necessary for execution on the critical tasks ahead of us, but also... ## Sustainable acceleration and the Agentic Software Development Life Cycle DevFeed: [Sustainable acceleration and the Agentic Software Development Life Cycle]() Original publisher: [Read original article]() Author: Dan Allsop Published: 2026-06-19T00:00:00Z Content type: opinion Language: en Sources: [Scott Logic]() Topics: [sdlc](), [AI Development](), [AI Agent](), [Software Engineering](), [Prompt Engineering](), [engineering-culture]() Tags: [agentic](), [agentic-ai](), [agile](), [ai](), [ai-agents](), [artificial-intelligence](), [asdlc](), [cognitive-entropy](), [culture](), [delivery](), [governance](), [people](), [prompt-engineering](), [technical]() ### AI overview The article discusses the transition from the traditional Software Development Life Cycle to an Agentic Software Development Life Cycle, in which AI agents participate across requirements, design, implementation, verification, and maintenance. It argues that sustainable productivity gains require governance, clear policies, human oversight, disciplined engineering practices, training, architectural clarity, and prompt engineering. ### Source excerpt A discussion of how to successfully leverage agentic AI to raise the productivity ceiling covering the topics of human oversight, governance, and disciplined engineering practices that preserve stability. ## EU & Civil Society need to progress on Digital Autonomy DevFeed: [EU & Civil Society need to progress on Digital Autonomy]() Original publisher: [Read original article]() Published: 2026-06-15T13:00:00Z Content type: opinion Language: en Sources: [Bert Hubert's writings]() Topics: [digital sovereignty](), [digital](), [Software]() Tags: [digital-autonomy](), [digital-sovereignty](), [eu](), [government](), [influence](), [people](), [progress]() ### AI overview The article argues that European discussions about digital autonomy and sovereignty are stalled and need to move beyond legislation and references to European values. It calls for broader civil-society involvement, including procurement officials, IT departments, vendors, and government executives, to support practical progress. ### Source excerpt By now (happily) everyone wants to talk about digital autonomy, although some parties insist we talk about sovereignty. Fine. tl;dr: The discussions on digital autonomy are now going round in circles. Civil society and think tanks want to contribute, and are well placed to do so. In this piece, I urge everyone to look further ahead, beyond legislation and talking about European values. The road to digital sovereignty is very long, and we need to make progress along that entire road, which includes things further afield than what we are discussing now. ## The Community Champions Program DevFeed: [The Community Champions Program]() Original publisher: [Read original article]() Author: Joseph Lyons Published: 2026-06-02T00:00:00Z Content type: opinion Language: en Sources: [Zed Industries - Blog]() Topics: [GitHub](), [Open Source](), [Pull Request](), [Code review](), [dashboards](), [Discord](), [Atom]() Tags: [2026](), [code](), [code-review](), [community](), [contribution](), [contributors](), [dashboards](), [discord](), [github](), [open-source](), [organization](), [people](), [pull-requests](), [quality](), [review](), [workflow]() ### AI overview Zed describes its Community Champions program, which formally recognizes active contributors who improve the project through code, issues, code review, and community engagement. The article explains how champions are identified and how their status helps signal contributions for prioritization. ### Source excerpt How we recognize our frequent contributors. ## Whatnot's Product Culture and the Changing Role of Product Managers DevFeed: [Whatnot's Product Culture and the Changing Role of Product Managers]() Original publisher: [Read original article]() Author: Whatnot Engineering Published: 2026-05-14T16:01:00Z Content type: opinion Language: en Sources: [Whatnot Engineering]() Topics: [Job](), [Software]() Tags: [ai](), [ecommerce](), [industry](), [job](), [leadership](), [people](), [product-management](), [software](), [software-engineering]() ### AI overview Tom Verilli discusses Whatnot's deliberate product culture and argues that the product manager role has become diluted by organizational scale, hiring growth, and management incentives. He suggests that succeeding in an AI-driven industry depends on doing the right product work rather than relying on tools alone. ### Source excerpt Tom Verilli | Chief Product Officer In the last two years, 31,832 people applied to be a Product Manager at Whatnot. We hired one. You're twice as likely to hit a hole in one as you are to get a job by simply applying. That's not a process failure. I've been building products -- and product teams -- for over a decade, and one of the biggest factors in deciding to come to Whatnot ~3 years ago was the very deliberate product culture. No one knows what it means to be a PM in the world of AI, but everything I see says the industry is moving towards us and how we build here -- because no tool will make you useful if you aren't doing the right job. First: we have to acknowledge that the average PM is deeply average. The product function emerged in response to scale -- engineering teams got too big for CEOs or GMs to manage directly, so a business <> tech conduit was needed. Over time, we lazily generalized the role to "every time you hire an Engineering Manager, you hire a PM". But where an Eng Director managed 30-40 people through their EMs, a PM Director just managed five. Incentives govern the world, so those directors' jobs became "justify growing my eng partners headcount" so they could, in turn, grow theirs to become a VP. Slowly, the role of junior PMs shifted from "CEOs of the product" to "babysitters of buttons" and product-minded engineers to infantilized order takers. Then COVID hit, and the industry hired a mind-boggling 500,000 new software engineers in just four years, and ~80,000 new PMs were minted to match. That's 80,000 PMs buried within gargantuan teams at FAANG, far from any customer, 50 layers from the zoom where it happens, taught paint-by-number PM'ing at a product school, in an era of unearned engagement growth where seemingly anything worked. The likelihood of someone emerging from that with great product instincts, experience, and grit actually feels less likely than hitting a hole in one. Second: we made our best, worse. When your job is supervising ## Coding with AI Agents is Now a Baseline Expectation for Managers DevFeed: [Coding with AI Agents is Now a Baseline Expectation for Managers]() Original publisher: [Read original article]() Author: Daniel Doubrovkine (dblock@dblock.org) Published: 2026-05-05T00:00:00Z Content type: opinion Language: en Sources: [Daniel Doubrovkine]() Topics: [Artificial Intelligence](), [AI Agent](), [Developer experience](), [Code](), [Vibe coding]() Tags: [ai](), [ai-agents](), [copilot](), [developer-experience](), [management](), [people](), [pull-requests](), [vibe-coding]() ### AI overview An engineering manager argues that managers must become active AI practitioners to lead AI transformation. The author describes joining a small engineering team, using Copilot to contribute to the project, and producing 89 pull requests while also breaking production features and identifying gaps in integration testing. ### Source excerpt AI-first Engineering is now the operating default in many organizations, including mine. Developers have kept up. Vibe coding became agentic engineering, and the race towards truly autonomous engineering isn't slowing. But what are we, managers, to do? A manager job continues to include recruiting and retaining people, setting clear goals and expectations, fostering communication, owning team workflows, and coaching daily behaviors. To this list we must now add driving AI transformation. Being a passive advocate is not enough. Unlike other subjects, no amount of AI training will help you keep up with the pace of evolution of this technology. Therefore, one cannot drive AI transformation without being an active AI practitioner. But what does being an active AI practitioner look like for a manager? To find out, I landed myself into a small Engineering team (7 people) within my 100+ people organization five weeks ago. This small group develops an essential internal Microsoft system used by every single Engineer at the company. I wanted to learn firsthand about their challenges by onboarding into the project, and maybe contribute 2-3 PRs myself. I decided to dedicate my Copious Free Time™ to this work, to only use Copilot (you can use Claude, or another CLI, too), and to attend the team's daily standup. Before I talk about what I did or learned, I must apologize to the team for giving them a heart attack upon my arrival. It's rare that a VP of Engineering, many levels "above", inserts themselves into any team unless there's some huge, urgent, problem. This wasn't an issue with the specific team, but transforming the way we work remains absolutely urgent, and it's my responsibility to do everything I can to make it happen. Initially, I expected to make 2-3 pull requests. Instead, I was able to make 89 (!), broke at least two production features, but also shipped some meaningful improvements. These fell into several categories. Improved developer experience. I fixed sever ## Using a Bitbucket Dashboard Game to Improve Pull Request Reviews DevFeed: [Using a Bitbucket Dashboard Game to Improve Pull Request Reviews]() Original publisher: [Read original article]() Author: Tom Published: 2026-04-19T00:00:00Z Content type: opinion Language: en Sources: [Tomasz Gągor]() Topics: [pull-requests](), [bitbucket](), [DevOps](), [App](), [Web]() Tags: [api](), [best-practices](), [bitbucket](), [blameless-culture](), [developer](), [devops](), [gamification](), [html](), [kanban](), [people](), [pr-reviews](), [productivity](), [pull-requests](), [review](), [software-engineering](), [team](), [team-culture](), [web]() ### AI overview A team struggled with delayed pull request reviews that blocked colleagues and caused work to drift between sprints. They built a Bitbucket-based dashboard that ranked developers by outstanding reviews and displayed it on a shared TV, using humor and social pressure to encourage the team to review pull requests before standup. ### Source excerpt A story of how a team used "The Wall of Shame" to turn a bottlenecked PR review process into an engaging game. ## Inclusive Login Starts at the First Step DevFeed: [Inclusive Login Starts at the First Step]() Original publisher: [Read original article]() Author: Shannon Joycelyn Published: 2026-04-16T04:13:02Z Content type: opinion Language: en Sources: [UX Magazine]() Topics: [User experience (UX)](), [Usability](), [passwords](), [Security]() Tags: [inclusive](), [password](), [people](), [security](), [usability](), [ux]() ### AI overview This article examines how login design can exclude legitimate users through password mismatches, difficult conditions, connectivity problems, and assumptions about private individual credentials. It argues for a more inclusive, human approach to login, with particular attention to older adults and shared-account practices. ### Source excerpt How often does a login fail even when someone is trying their best? We have been spending more time thinking about inclusivity in the parts of a product that people touch most often. Login is one of them. It appears constantly, is usually justified under security requirements, and often causes momentum to break before anything The post Inclusive Login Starts at the First Step appeared first on UX Magazine. ## Right-Sizing Engineering Teams for AI DevFeed: [Right-Sizing Engineering Teams for AI]() Original publisher: [Read original article]() Author: Daniel Doubrovkine (dblock@dblock.org) Published: 2026-03-11T00:00:00Z Content type: opinion Language: en Sources: [Daniel Doubrovkine]() Topics: [Artificial Intelligence](), [engineering-culture](), [Code review](), [ai-coding](), [GitHub Copilot](), [pull-requests](), [Claude](), [cursor]() Tags: [ai](), [ai-assistants](), [ai-coding](), [ai-tools](), [claude](), [code-review](), [cursor](), [engineering](), [github](), [github-copilot](), [people](), [pull-requests](), [quality](), [teams]() ### AI overview An opinion article argues that AI coding assistants increase code output without replacing the experienced judgment needed for quality and review. It recommends prioritizing senior expertise over larger mixed-experience teams when planning engineering headcount. ### Source excerpt Before AI coding assistants, a typical engineering team of 8-10 people might have been lucky to have one or two "10x engineers", or "workhorses", the kind of engineer that both keeps project quality and feature velocity high. AI tools have solved the workhorse half of this equation, enabling massive raw output. Today, almost every engineer can produce a high volume of code with GitHub Copilot, Claude, or Cursor. But the quality half of the equation has not kept up. Teams are shipping more code, but a greater fraction of it is AI slop: plausible-looking, locally coherent, globally wrong. Code review remains a human activity. Until that changes, AI assistants cannot substitute for the senior engineer. If AI triples output but the number of senior reviewers stays the same, the ratio of experienced judgment to code produced has gotten roughly 3x worse. The instinctive response to higher individual productivity is to hire fewer people, which is correct directionally but wrong in practice if you cut experience rather than volume. The difference is not in lines of code produced; it is in the accumulated judgment applied at every decision point. A team of four or five senior engineers with AI assistants will, in my experience, outperform a team of ten mixed-experience engineers with the same tools because the ratio of judgment to output stays healthy. This has implications for how engineering leaders should think about headcount planning. A well-functioning engineering team today should be five to seven people, with at most one junior. A reliable signal that you've gotten this wrong: pull requests that sit unreviewed for days, not because people are busy, but because no one feels confident enough to approve them. Smaller, more experienced engineering teams are not a new idea - Fred Brooks noted that you cannot make a late project earlier by adding people. What AI has done is make the argument sharper and more urgent. When every engineer can produce the volume that once requ ## The Golden Ratio of Manager to IC DevFeed: [The Golden Ratio of Manager to IC]() Original publisher: [Read original article]() Author: Daniel Doubrovkine (dblock@dblock.org) Published: 2026-02-04T00:00:00Z Content type: opinion Language: en Sources: [Daniel Doubrovkine]() Topics: [Meta](), [AI Engineering](), [Artificial Intelligence](), [Software]() Tags: [ai-assistants](), [ai-engineering](), [meta](), [opinion](), [organization](), [people](), [teams]() ### AI overview This opinion examines Meta's reported plan for an applied AI engineering organization with up to 50 employees per manager. It argues that flatter structures may reduce unnecessary management layers and that AI assistants are increasing individual contributors' capabilities, while suggesting that managerial roles must continue to evolve. ### Source excerpt In today's shocker, Meta is to "create a new applied AI engineering organization aiming for an ultra-flat structure of up to 50 employees to one manager". Like all software engineers I, too, tend to apply a data-driven, mathematical approach to every problem in the world. Yet I would have chosen a more romantic number and applied the golden ratio: roughly 1.6:1, the proportion that shows up in seashells, galaxies, and every second slide about "natural elegance", rather than 50:1, a measure that feels less like harmony and more like a spreadsheet's idea of efficiency. The idea of flattening an organization is not new and can be a good one. I know plenty of managers who have not done any individual contributor work, code or otherwise, in years. This is particularly striking with former strong coders who are promoted to managerial roles. After 2-3 cycles of promotions they are so far detached from what's happening at the individual-contributor level that they become 100% overhead, spending their entire life in meetings and actively preventing real work from being done. It's natural to want to eliminate layers of such people as they simply don't have any impact. And so, the real news at Meta is that it's fighting its own organization design in which, at least in some teams according to my friends who work or have worked there, people managers are discouraged from doing deep technical work, don't own much beyond process, and mostly serve as reporting-structure placeholders. Another reason to flatten an organization is the introduction of AI assistants that have created a major shift in the capabilities of individual contributors. Two years ago you could maybe find one single "10x engineer" in every team--someone who has dramatically higher velocity than their peers. A good manager would recognize these extraordinary abilities, make such an individual their right hand and technical partner, share the responsibility of advancing a project, create effective mentorship, and h ## Reclaiming My Attention DevFeed: [Reclaiming My Attention]() Original publisher: [Read original article]() Author: Gleb Bahmutov Published: 2026-01-07T05:00:00Z Content type: opinion Language: en Sources: [Gleb Bahmutov]() Topics: [iphone](), [Bluetooth](), [email]() Tags: [advice](), [bluetooth](), [email](), [iphone](), [music](), [music-player](), [people]() ### AI overview The author describes reducing phone distractions while reading and working by leaving an iPhone at home and carrying a small ECHO Mini music player, headphones, and a regular watch instead. ### Source excerpt This year I am reclaiming my attention span away from my iPhone. Lately, I have noticed that while reading or working, I reach for my pho ## Why traditional motivation techniques can undermine intrinsic motivation in tech teams DevFeed: [Why traditional motivation techniques can undermine intrinsic motivation in tech teams]() Original publisher: [Read original article]() Author: Tom Published: 2025-09-26T00:00:00Z Content type: opinion Language: en Sources: [Tomasz Gągor]() Topics: [DRIVE]() Tags: [autonomy-mastery-purpose](), [best-practices](), [daniel-pink-drive](), [effective-leadership-strategies](), [intrinsic-motivation](), [leadership](), [leadership-best-practices](), [motivation-in-tech-teams](), [people](), [practical](), [strategies](), [team](), [team-engagement](), [tech]() ### AI overview This workshop-style article examines how traditional rewards, pressure, and micromanagement can undermine intrinsic motivation, especially in complex and creative tech work. Drawing on Daniel Pink's Drive, it encourages team leaders to support autonomy, mastery, and purpose. ### Source excerpt Discover why traditional motivation techniques can backfire in tech teams and how leaders can foster intrinsic motivation through autonomy, mastery, and purpose. Learn actionable strategies to empower your team and boost engagement, based on insights from Daniel Pink's "Drive." ## Harvard Negotiation Model DevFeed: [Harvard Negotiation Model]() Original publisher: [Read original article]() Author: Tom Published: 2025-08-30T00:00:00Z Content type: tutorial Language: en Sources: [Tomasz Gągor]() Topics: [Framework](), [Job]() Tags: [batna](), [best-practices](), [conflict-resolution](), [guide](), [harvard-negotiation-model](), [how-to](), [interests-vs-positions](), [leadership](), [model](), [negotiation-strategies](), [negotiation-tips](), [negotiation-workshop](), [people](), [principled-negotiation](), [teams](), [win-win-negotiation]() ### AI overview A practical guide to the Harvard Negotiation Model, covering principled negotiation, its four core principles, BATNA, and approaches to reaching mutually beneficial agreements. ### Source excerpt Practical guide to the Harvard Negotiation Model - the four principles of principled negotiation, how to use BATNA, responses to common hard-ball tactics, and actionable tips for reaching win-win agreements in leadership and teams. ## Using AI to Reduce the Burden of Status Reporting DevFeed: [Using AI to Reduce the Burden of Status Reporting]() Original publisher: [Read original article]() Author: Daniel Doubrovkine (dblock@dblock.org) Published: 2025-08-29T09:00:00Z Content type: opinion Language: en Sources: [Daniel Doubrovkine]() Topics: [Artificial Intelligence](), [Development](), [Software]() Tags: [ai](), [management](), [people](), [project-management](), [reporting](), [software-development]() ### AI overview The article argues that hierarchical software organizations can create excessive status-reporting work and meetings. It proposes using AI to automate most of that reporting while preserving the coordination benefits of organizational hierarchy. ### Source excerpt One of the negative side effects of having any top-down command structure is that every additional layer risks introducing a new level of bureaucracy, which then actively subtracts value. Consider the Politburo of the USSR with dozens of offices of skilled bureaucrats. Because most produced no actual value, the best apparatchiks spent their entire time managing up to remain in control. Individuals who tried to upend the system either became exhausted and gave up, or were deported to Siberia. The Soviet example also applies to software development. Consider a typical CEO -> CTO -> VP of Engineering -> Director -> Manager -> Technical Lead -> IC command structure. Each project team consists of a technical lead and a handful of individual contributors. The people committed to the project do not need status reports to know what's going on, they are actively working on it. The stakeholders and the hierarchy, however, naturally want progress and status reports. This gets aggregated at Director level, then at VP level, the CTO, and finally the CEO. From the point of view of every manager in this hierarchy collecting status and asking questions feels very natural. After all, it's much more efficient to get a summary of what's going on from a line manager than to read every status update or code change yourself. You have the power to call a meeting, have things explained and summarized to you. You also have the authority to make snap judgments based on this carefully crafted summary and partial information, and the responsibility to tell the team to focus on something they likely already know. This system quickly promotes those who are good at reporting the things their manager wants to hear, and encourages political behavior as people learn to navigate the system rather than focus on outcomes. It's worth acknowledging that these hierarchical structures exist for good reasons. Large organizations need coordination, resource allocation, and strategic alignment. The problem isn't hi ## How to run a Personal User Manual exercise for Team Building DevFeed: [How to run a Personal User Manual exercise for Team Building]() Original publisher: [Read original article]() Author: Tom Published: 2025-08-27T00:00:00Z Content type: tutorial Language: en Sources: [Tomasz Gągor]() Topics: [Template](), [user guide]() Tags: [building](), [communication](), [culture](), [employee-engagement](), [guide](), [how-to](), [leadership](), [people](), [personal-manual-template](), [personal-user-manual](), [team-bonding](), [team-building](), [team-culture](), [team-exercise](), [work-relationships]() ### AI overview A practical guide to running a Personal User Manual exercise for team building. It explains how to prepare participants, facilitate presentations, encourage discussion, and identify shared interests, and includes an adaptable template. ### Source excerpt Learn how to run a Personal User Manual exercise with your team to boost connection, improve communication, and foster a positive team culture. Includes a ready-to-use template and practical tips for success. ## Don't Tell Engineers What to Do DevFeed: [Don't Tell Engineers What to Do]() Original publisher: [Read original article]() Author: Daniel Doubrovkine (dblock@dblock.org) Published: 2025-07-30T08:00:00Z Content type: opinion Language: en Sources: [Daniel Doubrovkine]() Topics: [engineering-culture](), [Software Engineering]() Tags: [advice](), [engineering](), [management](), [people](), [software](), [software-engineering]() ### AI overview This opinion article argues that managers should not simply dictate technical decisions to engineers. It uses the Challenger disaster and several software failures to illustrate the risks of sidelining engineering judgment, then distinguishes managerial direction from peer-level disagreement and commitment. ### Source excerpt A famous example where telling Engineers what to do backfired was the Space Shuttle Challenger disaster in 1986. Engineers at Morton Thiokol, the contractor responsible for the shuttle's solid rocket boosters, warned NASA management that the O-rings in the boosters could fail in cold weather. The night before launch, engineers strongly recommended delaying the launch due to unusually low temperatures. Management, under pressure to proceed, overruled the engineers' concerns and told them to "make a recommendation based on data, not emotion." Eventually, management told the engineers to sign off on the launch, despite their objections. The shuttle launched in cold weather, the O-rings failed, and the Challenger exploded, killing all seven astronauts on board. This wasn't a software problem, but plenty of software engineering disasters are documented. The Knight Capital Group trading loss (2012), where rushed deployment caused a $460M loss, the Ariane 5 rocket failure (1996), where reused code not designed for the new rocket led to its destruction, the Therac-25 radiation overdoses (1985-87), where ignoring software safety warnings resulted in patient deaths, and the Healthcare.gov launch (2013), where ignoring technical advice led to a high-profile, catastrophic rollout. In each case, sidelining engineering judgment in favor of business or schedule pressures led to major failures. I bet you have your own disaster story. To quote you, "I told you so!". Yet, engineering managers continue telling engineers what to do every day. And not just engineers - all subordinates. Sometimes, it's time pressure. More often it is because managers are also engineers, and occasionally more experienced, so we think we just know better. Do we? I tell my direct reports that there's nothing I can make them do, but that there may be real consequences. I once refused to do something highly problematic my manager asked me to do, and instead said I'll think about it. It was a clever response, ## Why We Believe in In-Person Onboarding at Teleport DevFeed: [Why We Believe in In-Person Onboarding at Teleport]() Original publisher: [Read original article]() Author: info@goteleport.com (Amanda Pessica) Published: 2025-07-10T00:00:00Z Content type: opinion Language: en Sources: [Teleport]() Topics: [trust](), [Job]() Tags: [3](), [behavior](), [ceo](), [culture](), [daily](), [distributed](), [money](), [new-job](), [onboarding](), [people](), [remote](), [screen](), [slack](), [team](), [travel](), [trust](), [velocity](), [zoom]() ### AI overview Teleport explains why it brings new hires together in person for onboarding despite the costs and logistics. The company says the three-day program helps employees connect, build trust, understand its culture, and ramp up faster. ### Source excerpt In a remote-first world, in-person onboarding is still invaluable. At Teleport, we see it as a strategic investment in connection, trust, and team velocity. ## Ethereum Foundation Executive Director announces transition to President DevFeed: [Ethereum Foundation Executive Director announces transition to President]() Original publisher: [Read original article]() Author: Aya Miyaguchi Published: 2025-02-25T00:00:00Z Content type: release Language: en Sources: [Ethereum Foundation Blog]() Topics: [Ethereum](), [Network](), [Framework]() Tags: [company](), [culture](), [ethereum](), [executive](), [network](), [organizational](), [people](), [vision]() ### AI overview The Ethereum Foundation's Executive Director announces an upcoming transition to the role of President. The article describes a continued focus on institutional relationships, Ethereum's broader vision and culture, and the Foundation's role in supporting the ecosystem without controlling all of its domains. ### Source excerpt My dear Ethereum community, Today, I'm excited to turn the page and share that I will be closing this chapter as Executive Director of the Ethereum Foundation soon and stepping into a new role as its President. This new opportunity will allow me to continue supporting EF's institutional relationships,... ## What exactly is a Tech Lead? DevFeed: [What exactly is a Tech Lead?]() Original publisher: [Read original article]() Author: Anemari Fiser Published: 2024-11-12T07:01:12Z Content type: article Language: en Sources: [Level up as a Tech Lead]() Topics: [Tech Lead](), [Development](), [coding](), [Software]() Tags: [business](), [coding](), [development](), [people](), [software](), [team](), [tech-lead]() ### AI overview The article examines different types of Tech Leads and argues that the role sits at the intersection of people, technology, and business. It describes technical, non-coding, and constantly adapting approaches, favoring a Tech Lead who shifts focus according to the team's needs while still coding alongside the team. ### Source excerpt Exploring types of Tech Leads and what they have in common. ## Welcoming Diana Brunelle: Snyk's New Chief People Officer DevFeed: [Welcoming Diana Brunelle: Snyk's New Chief People Officer]() Original publisher: [Read original article]() Author: Peter McKay Published: 2024-07-22T12:00:00Z Content type: release Language: en Sources: [Blog RSS Feed | Snyk]() Topics: [snyk]() Tags: [announce](), [blog](), [company](), [executive](), [growth](), [inclusive](), [leadership](), [organizational](), [people](), [snyk-team]() ### AI overview Snyk announces Diana Brunelle as its new Chief People Officer. Brunelle brings more than two decades of global HR leadership and talent strategy experience, including recent CPO and CHRO roles, and will focus on supporting Snyk's culture, alignment, and growth. ### Source excerpt It's my pleasure to announce Diana Brunelle as Snyk's new Chief People Officer (CPO). Diana comes to us with more than two decades of experience in global HR leadership and talent strategy. I'm eager to see her channel her passion and expertise to further build on Snyk's inclusive company culture to drive organizational alignment and continued growth. ## Black Hat Asia customer panel recap: How to lead DevSecOps adoption DevFeed: [Black Hat Asia customer panel recap: How to lead DevSecOps adoption]() Original publisher: [Read original article]() Author: Brian Piper Published: 2023-09-18T05:00:00Z Content type: article Language: en Sources: [Blog RSS Feed | Snyk]() Topics: [DevSecOps](), [Application Security](), [CI/CD](), [Development](), [Security]() Tags: [asia-pacific-japan](), [automation](), [awareness](), [black-hat](), [blog](), [ci-cd](), [collaboration](), [communication](), [culture](), [customer](), [customer-featured](), [developers](), [devops](), [devsecops](), [engineering](), [executive](), [leadership](), [management](), [megawatt](), [people](), [pipeline](), [recap](), [security](), [security-tools](), [teams](), [tech](), [test](), [tips](), [tools](), [work]() ### AI overview This recap of a Black Hat Asia 2023 customer panel presents leadership guidance for adopting DevSecOps. The panel emphasizes gradual cultural change, leadership support, effective stakeholder communication, feedback loops, strategic rollouts, and testing security tools with engineering teams. ### Source excerpt Three experts came together at Black Hat Asia 2023 to discuss how leadership can participate in fostering security success. ## The Human Stories of Ethereum - Meet the Next Billion Fellows Cohort 3 DevFeed: [The Human Stories of Ethereum - Meet the Next Billion Fellows Cohort 3]() Original publisher: [Read original article]() Author: Next Billion Published: 2023-08-07T00:00:00Z Content type: article Language: en Sources: [Ethereum Foundation Blog]() Topics: [Ethereum](), [Protocol (disambiguation)](), [Finance]() Tags: [3](), [community](), [cryptocurrency](), [ethereum](), [financial](), [inclusion](), [indonesia](), [next-billion](), [people](), [protocol]() ### AI overview The article introduces five individuals beginning the Next Billion Fellowship at the Ethereum Foundation and presents their work as examples of how people use Ethereum as a protocol for coordination. It highlights Brian Limiardi's focus on financial inclusion in Indonesia and the needs of workers and small businesses using cryptocurrency for invoicing and bookkeeping. ### Source excerpt As we look at our world, it seems that individual humans are increasingly on the edges and in the margins of the big stories that play out on our scrolling screens. The narratives that captivate and resonate with ordinary folks seem to exist at a scale beyond the reach of... [Next page]()