Randy Shoup
@randyshoup
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I Am The Very Model of A Modern Software Architect I am the very model of a modern software architect Whose data planes and services do elegantly intersect. Far and wide I’m celebrated for my keen ability To balance throughput, latency, and high-availability.
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🎙️ Building software at scale? Learn from someone who’s done it. @randyshoup joins Charles Humble to share 20+ years of lessons from eBay to Thrive Market: 🧱 Monolith to microservices 🏃 Scaling teams with DDD 🚀 Why platform engineering matters 🎧 https://t.co/De2ByiFpUY
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🚀 From hyperscaler to stagnation: @randyshoup shares 20 years of insider lessons from eBay. How tech, strategy & culture shaped wins and struggles in transforming a giant. #CraftConf
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Hoping that today of all days we actually start judging people by the content of their character, and not by the color of their skin — whether white, brown, black, or … orange.
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Conservatives are glad they now have social media companies on their side, but they haven’t accounted for the comedic genius of liberal women.
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*looks at calendar*
I drive a Tesla every day, and there is no way that Tesla robotaxis are happening in 2020. Even if it were ready by 2025 I'd be amazed. "Software" is not easy. https://t.co/DaNMlbGOuu
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Must-read long-form exploration of AI copilots as Option Value by the ever-brilliant @RealGeneKim : 1. Build things faster 2. Tackle more ambitious projects 3. Build things yourself 4. Have more fun 5. Explore more options Guaranteed return on the ~15 minute investment to read!
The DORA metrics paradox: Why did developer productivity drop despite AI assistance? New research suggests traditional measurements miss the revolutionary impact of creating option value: https://t.co/ggqoGeGUhU
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"Coming in and making recommendations without owning the results, without owning the implementation, I think is a fraction of the value and a fraction of the opportunity to learn and get better" -- Steve Jobs on consulting https://t.co/lxLw8fMzsB (2 min watch) /HT @schrockn
It was really valuable for me to stay at a single company long enough to live with the consequences of my own engineering decisions. To come face-to-face with my own technical debt. It takes a few years for this to play out but IMO it's an important part of engineering growth.
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"The first step of any project is to grossly underestimate its complexity and difficulty." – Nicoll Hunt
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Republicans crash the economy, Democrats take over and fix it but get blamed for the conditions Republicans left them so people elect Republicans who get credit for the repairs made by Democrats. This is about to happen again.
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Success is being excited to go to work and being excited to come home.
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No shame, but this question comes from a pretty "small" view of the world -- it is the view from a first-level engineering manager instead of a technology or business leader. The idea that if my team just types faster we will make more money is pretty naive and insular :-). 🧵/
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5. Business results are a lagging metric Even less likely, you are making a difference, but you just haven't seen it yet.
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4. Business results are non-linear Less likely, you are making a difference, but it's not enough to put the business into a new "regime" of value. You've learned how to run 0.1% faster, but what your customers really need is a bike, or a car, or a train, or an airplane.
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3. Engineering output is not your constraint Theory of Constraints 101. Customer value is gated somewhere else in your system or value chain, and how fast you type is not the limiting factor. "Any improvement not made at the constraint is an illusion" -- Eli Goldratt, The Goal
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2. You're building the wrong thing It doesn't matter how much effort you put into a task if that task is not making a difference to the customer or the business. "The biggest waste in software development is building the wrong thing." -- Mary and Tom Poppendieck
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1. You're measuring the wrong thing Story points have little to no connection to customer value. Story points, even in the (very) rare cases where they are used well, are a measure of complexity or engineering effort. They are a measure of *outputs*, not *outcomes*.
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Why might improving engineering output not generate better business results? Most to least likely: 1. You're measuring the wrong thing 2. You're building the wrong thing 3. Engineering output is not your constraint 4. Business results are non-linear 5. Business results lag 🧵
Hints as to why revenue might stay flat: Competitors are doing the same and their productivity increased by just as much. And customers don’t care about how you do against your old self; they care about how you do against competition!
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Happy New Year! Some MATH for 2025: 1. 2025 itself is a PERFECT square: 45² = 2025 2. It is a product of two squares, namely: 9² × 5² = 2025 3. It is the sum of THREE squares, namely: 40² + 20² + 5² = 2025 4. The last perfect square? 1936 44² = Year 1936 5. It is the sum of
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"We're having a problem sending email out of the department ... We can't send email more than 500 miles from here."
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