>My stance on this has probably shifted in a negative direction over time, primarily because of my growing awareness of how often technology is used for wealth accumulation. I don’t think capitalism will solve the problems that capitalism creates, so I’d be much more optimistic about technological development if we could prevent it from making a few people extremely rich.
What's wrong with people getting rich by producing goods and services, and selling these to willing buyers? People laundering wealth into undue political power, regulatory capture, erecting barriers to market entry ("pulling up the ladder behind them") are different problems than people creating wealth. Efforts on creating a just society should focus on the former - preventing wealth creation is not the solution to injustice. In fact, since people have vastly different abilities and inclinations for creating wealth, a just society is also one with vast wealth disparities.
Relevant PG essay: https://paulgraham.com/ineq.html
Also there is the problem of having to deal every day with "professional managers" that don't know anything about IT, but make decisions based on magic 8 ball and their career interests. Similar to illiterate politicians in many countries.
If you were comparing salaries, either your company was compensating you with extra prestige, job security, etc. or you were underpaid.
Of course you can go looking again. But why not look for a slow-growing or not-growing small company, so you don't need to go looking so often?
There are other issues with slow-growing or not-growing companies. When the company is not growing, people are incentivized to take a zero-sum approach to their work relationships. If the pie is not growing, you need to guard your own slice and take from others. This creates a toxic environment. If the company is growing, then collaborating on growing the pie can become the shared attitude.
Most big companies are not good if you want to solve problems and build stuff. Especially "the enterprise", where software is seen as a cost center so the less of it the better. The effort of managing up eats a creative person's soul.
I want the clarity of being able to talk to "the boss/the customer" and solve their problems and get paid the market rate for my skills. Not prepare endless PowerPoints for my skip-level, who has no ownership but has to act in their own best interests in a swamp of principal-agent problems.
This is why I am very happy at a fast-growing small tech company where one can have honest conversations about the customer and the product. How do other people deal with this?
I’m glad they included this. It casts the former lab director in a good light. Of course I have no idea how he previously treated her.
I find the opposite is more typical: not acknowledging one’s own failures.
Also (related to a story a couple of days ago) don’t normally like these kids of bio stories but I liked this one.
> David Cowan’s college friend rented her garage to Sergey and Larry for their first year. In 1999 and 2000 she tried to introduce Cowan to “these two really smart Stanford students writing a search engine.” Students? A new search engine? In the most important moment ever for Bessemer’s anti-portfolio, Cowan asked her, “How can I get out of this house without going anywhere near your garage?”