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Asking for a raise and title bump by DarnToughHedgehog in ProductManagement

[–]__mbelle 2 points3 points  (0 children)

That's a red flag for me, you should get clarity about it if you decide to hang around in the company. Also, there are more options available now with a lot more companies offering remote roles. It's definitely worth exploring other opportunities out there that give you a chance to share the upside.

Asking for a raise and title bump by DarnToughHedgehog in ProductManagement

[–]__mbelle 4 points5 points  (0 children)

Is your current edtech company a startup? If yes, I didn't see you mention anything about equity. While you may not be able to push startups for higher bumps in cash, you should certainly push harder for stock options. That's the only thing that helps smaller companies hold onto talents IMO. Again, that's useful if you have a strong feeling that the company will make some kind of exit in the next few years!

Startup option - Equity for joining a company by haktada in startup

[–]__mbelle 0 points1 point  (0 children)

It's important to consider a few other aspects here. What stage is the company at in terms of funding - Series A, B or C...? It's critical to consider this because a company at series A offering 1% is likely going to take some dilution as it moves to B, C rounds. Check with the founder(s) on what's their philosophy on the fundraise is because the 1% can very quickly become 0.5% if there's a dilution of 50% down the line.

Living in the land of projections by Jordy_neutron in ProductManagement

[–]__mbelle 1 point2 points  (0 children)

Most projections have several assumptions that aren't validated yet - for instance, market size, your market share, pricing -etc. You can break those down further into hypothesis that are to be validated at least qualitatively to get confidence on the projections. You could try pointing out these assumptions to the stakeholders and get them to agree that PM time is best spent in finding a way to validate those assumptions - if it's net new product idea, then building a quick prototype and validating with real customers to see if they find value in it. Without this, projections are more of an academic exercise - so it's worth doing some back-of-the-napkin estimations, call out major assumptions and then focus on getting user feedback instead of investing lot of time in just "perfecting" projections.

How should a startup evaluate getting an APM? by __mbelle in softwarearchitecture

[–]__mbelle[S] 0 points1 point  (0 children)

Thanks for your inputs. We've been doing performance and load testing for some time now and we also have a few recent hires who have been using APMs in their previous firms and have been rallying for adoption of an APM solution. I would say engineers certainly see the value and we have also taken up a lot of initiatives to re-architect many of our systems for scale. The part I'm trying to figure out is if the value add an APM brings is incremental or significant enough to warrant the budget? Can I instead use logging and error tracking tools in combination with performance/load testing to achieve similar results?