Wow interesting usecase for chaining results from multiple agents together rather than a single prompt. Would definitely use this for my workouts. I used to use an app WL Analysis to measure heavy lift form, I'm sure there's better ways to do that with LLM these days.
What do you think about every single employee at the company being an engineer and picking up a domain or two (finance, accounting, digital marketing, support, sales)? The founder of Telegram talks about how he just has a company with 30 engineers and no other staff.
I like it and it suits my skills. It's more a question of whether this is practical. Are they enough people who like this configuration? Because I'm sure bored of looking at the same piece of code day after day and trying to figure out what people want.
What do you think about every single employee at the company being an engineer and picking up a domain or two (finance, accounting, digital marketing, support, sales)? The founder of Telegram talks about how he just has a company with 30 engineers and no other staff.
That model may work in the earliest days of a startup — but it usually breaks down as the company grows. Here’s why:
- Focus matters. Engineers need deep focus to build and scale. At the same time, finance/accounting and sales require their own level of expertise and dedicated attention. You can’t just “dabble” in those areas and expect excellence — especially when it comes to things like serious fundraising, investor relations, closing multi-million dollars contracts, financial compliance, etc.
- Scaling with only engineers creates organizational fragility. As headcount grows, managing a company full of only one type of thinker becomes a liability. It lacks diversity of thought, skills, and experience. Think of it like trying to build a tower using only one material — it may stand for a while, but it won’t last.
- Burnout and inefficiency. Expecting engineers to wear too many hats leads to mental overload and a lack of accountability. Critical tasks fall through the cracks, and product quality can suffer.
- We’ve made that mistake. Over a decade ago, we had a habit of sharing everything with everyone in the company. But too much information flow killed focus. We eventually realized it’s the founder’s job to shield the team and protect the company from unnecessary distractions — including over-informing investors or team members on things outside their scope.
- Top non-engineers can be game-changing. A brilliant finance or sales person can be just as valuable — sometimes more valuable — than an engineer. Especially in areas like revenue growth, closing deals, or keeping the company alive through smart financial planning.
- Note that excellent engineers don't want to do finance, sales, etc. and vice versa.
Bottom line: engineers are core for tech company, but they’re not everything. Great companies are built by teams.
Don’t try to reinvent the wheel — unless your company exists to build a better wheel.
Why is the siloing so important do you think? I think with all the use of LLMs now, entire functions or multiple functions can be done by 1 person. Those people can get a lot of task and skill variety in their work.
Every team member has a job to do in the software process. Each speciality can leverage AI to perform faster and better moving the whole process forward. I think everyone can expand outward with what they are able to do enhanced by AI but they need to stay around their core expertise where they are bringing the most value. Things still need to be maintainable and secure.
N8n is pretty powerful in that you can pipe Kafka streams into there for webhook trigger functions, separate postgres DBs can be set up for non-eng and also all the production API endpoints can be called from there in a tracable way.
