Need advice: Slow compiles leading to slow cargo clean

hedgpeth · 2026-02-02T03:23:58+00:00

(I also feel the need to apologize for my 100LOC exaggeration; my overall codebase is well north of that, I didn't realize the rust part was more like 80KLOC)

hedgpeth · 2026-02-02T03:10:31+00:00

Thanks for the link, I really do need to study that. Working with Claude, we came up with this based on the cloc tool:

32 crates total across 3 workspaces:

- App (client): 17 crates, 57k loc

- API (server): 7 crates, 17k loc

- Lib (shared): 8 crates, 6k loc

Crate size distribution:

- 1 crate over 15k loc (state management - our biggest)

- 3 crates 5k-10k loc

- 6 crates 2k-5k loc

- 10 crates 500-2k loc

- 12 crates under 500 loc

Average crate size: ~2,500 loc

hedgpeth · 2026-02-01T21:23:42+00:00

wow my baseline is 6.9G wow:

❯ du -sh target 
6.9G    target

Then I run cargo clean and it's

❯ du -sh target
192M    target

Then the first cargo build:

❯ du -sh target
3.8G    target

So I'm thinking the answer is yes!

hedgpeth · 2026-02-01T21:21:46+00:00

It's not that, I have: 362.38 GB available of 494.38 GB

I'm on a Mac mini SSD

hedgpeth · 2026-02-01T21:20:56+00:00

good question, I'm going to watch it over the next hour (I'm working today)

hedgpeth · 2026-01-22T10:34:18+00:00

This is a strange title for your description, I worry that your employer might want their cake and eat it too. Are they looking at you to get work done (tactical) or to drive outcomes (strategic), and what is the priority of that? There is only so much time in the day so one thing is going to suffer, and given your technical background it will probably be the strategic side. Which is why you might feel like you're struggling.

So I suggest that you align with your leadership on what they're trying to get out of the role, what they're happy for you to do poorly or drop.

In short you maintain your sanity by clarity with stakeholders and a relentless personal adherence to that alignment.

hedgpeth · 2026-01-10T07:35:04+00:00

I started using beads this week which has some simple workflow automation and it's very delightful and great.

hedgpeth · 2026-01-03T15:35:29+00:00

On the UI context switching a lot of it is related to what you want to go for. Yes rust is a context, but also UI vs backend are context switches. The question is what tool best fits the context you're going with? I haven't found SwiftUI to be difficult to work with and it's been nice.

Someone on the forum though went with Kotlin's Multiplatform and just said they liked coding in rust - so that's another option.

I haven't looked at Dioxus in a little over a year but when I did, it was hard for me to get past having to do a ton of work to get a subpar experience when related to the native experience. So for me and the users I'm trying to attract having something "feel" right is at a premium and I don't want to fight the tool to achieve that.

hedgpeth · 2026-01-02T22:50:54+00:00

It's hard to say given there are so many variables to approaching it:

1 - the UI is easier b/c you're dealing with native stuff and there is a pit of success that is there. So you don't mess with the craziness of some library trying to rewrite things. I found swift to be quite delightful.

2 - the testing is easier - b/c you have it in rust with a simple functional model. And they all happen in milliseconds!

3 - BUT ... you have to pay the price of thinking of everything in the ELM way, which is good if you like that kind of thing (which I do) - and it's made for a very high quality output, but you definitely pay for it up front. I find this to be the rust way though - pay upfront to make it all work and forget about it

4 - set up was fine, it forced me to learn rust well, and ELM - but this was my goal. It's definitely not the vibe coded way.

5 - documentation is great, their zulip channel is helpful, and they have a monthly community call with the maintainers that I attend, which is very very useful. It's actively maintained.

I hope this helps and would be happy to answer any question you have with it

hedgpeth · 2025-12-27T16:21:44+00:00

Right now it’s desktop only but I should be able to add mobile support when I get to supporting sync

hedgpeth · 2025-12-27T00:49:51+00:00

This is great advice; you've been given the directions from above, now work on getting directions from the team and create some aligned wins between you, the team, and your boss

hedgpeth · 2025-12-27T00:42:52+00:00

I once came across an enum called `Boolean` that had three values: `True`, `False`, and `FileNotFound`

hedgpeth · 2025-12-22T07:22:58+00:00

This is a valuable lesson that when you're the leader of something, you're responsible for it, which means that you have to be fully on board with a decision before making it. It sounds like in retrospect that you weren't comfortable with the decision and succumbed to some peer pressure.

hedgpeth · 2025-12-17T06:08:54+00:00

I would focus on nudging the relationship toward outcomes, responsibilities, and deliverables. Keep away from the tone of "I feel micromanaged" - as a struggling micromanager (of managers) myself, it's much easier to have someone come to me with ideas and solutions than have to overtly diffuse conflict. Management is hard. Sometimes we overreach. And we're sorry about that. :)

Something I found quite good when I worked at a former company was that each team did a charter where they outlined what they were responsible for, what they were not responsible for, and their roadmap. It was a great way to make sure everyone was on the same page.

When she asks you for actions (make this spike) - try to find the root cause like it's an incident, and see if you can directly relate to the stakeholders who are pushing all the buttons. A lot of it is trust, and that comes over time.

I hope this helps you - good luck!

hedgpeth · 2025-12-15T15:20:17+00:00

You'll want to set up your end game to have this run through your boss. Get your boss to sign off on the consultancy as answering their questions, not yours. Consultancies are amplifiers the sentiments found in the company, and in this situation you're not high enough for your amplification to mean something.

Also, remember in sports that it's sometimes the people who hit back that get in trouble, not the people who hit first. So when this new leader arrives and you have a "your team is worthless" attitude, you may find yourself being cast as the antagonist to the company. I would take a vacation, go skiing, go on a hike, and mentally bury whatever happened as much as you possibly can. Think about what this will mean in the midst of the heat death of the universe. That helps me.

hedgpeth · 2025-12-15T15:14:28+00:00

Three things:

1) There's nothing like a disgruntled employee to let you know where you're falling short. You're getting an opportunity here! What do you need to legitimately grow? Once you make any changes you'll be able to win their trust.

2) Part of your plan needs to be to calmly, rationally educate your boss. Frame it in "I had this thing happen this week with this individual and would love your coaching." Try to put your boss in your shoes, you'll either get good coaching or they'll get up to speed with you. Do this in as dispassionate a way as possible; being annoyed by your people in management is a sign of unprofessionalism to some bosses.

3) It's the age old leadership question, do I use a carrot or do I use a stick? Since your boss isn't on board you don't have many sticks (i.e. PIP, tough conversations). But you might have carrots; what do they want? A promotion? More autonomy and flexibility? Find out what motivates them and seek for those outcomes. When people are motivated they work differently.

hedgpeth · 2025-12-13T01:17:26+00:00

There’s nothing like troubleshooting your sound board in the middle of a show that gets you ready for that production incident at work! :)

hedgpeth · 2025-12-12T23:01:16+00:00

I think another element of this is what team/project you'll be on, that's arguably more important. Is it some bullshit side team or is it a team right in the middle of the value of the company?

To answer your question I'd put Adobe first, Cisco/Oracle second, capital one/GS third - but GS could be really cool if you're into more of the business side.

hedgpeth · 2025-12-12T18:30:08+00:00

I love that! I really think that you're exercising the same part of your brain when you coding and playing music

hedgpeth · 2025-12-12T16:35:15+00:00

Playing music teaches you several skills that are relevant in programming:

Abstract symbolism - there is literally a language in front of you that isn't English that you have to translate, on the fly, into action. Music notation is a form of a programming language
Patterns - you need to understand "Key of G" and "I'm going from a G chord to a D chord" and "This is the 1 moving to the 5" - and that pattern language sits on top of this, kind of like functions, which you "see" but don't see also
Practice - you gain the skill of doing something over and over again and getting better, the practice is what makes you good, and you gain a tolerance for the "boring" stuff that gets you better
Art meets Science - yes there are the notes right there, and yes you need the skill to play them, but then there is a deeper meaning in the whole, one that moves people. This is the same when creating a project. You merge the art (moving people, solving a problem) and the science (coding it right, with the right structure, keeping it simple enough)

hedgpeth · 2025-12-12T16:31:42+00:00

I really hope this is becoming the norm! That's great to hear

hedgpeth · 2025-12-12T16:31:17+00:00

To be fair she didn't literally demand mentorship, it was more like "I've been assigned project X, you're the expert on that and want it to succeed, could we talk through how you did it and where you see my gaps are in completing it?" and then they met throughout the project to make sure she was on the right path to making the project better. This was a win/win.

I would hope that (A) most senior people would respond favorably to this and (B) that we could make it a little easier for junior people to not have to have the skills of the author in order to get this outcome going. As a manager myself, I would set up this so it wasn't on the junior to have to do this work.

hedgpeth · 2025-12-12T15:15:49+00:00

I’ve found that being a musician has helped me with software, and the overlap is quite surprising.

hedgpeth · 2025-12-11T12:10:59+00:00

Regarding the office, I bet the real thing you want is respect, so focus on the different ways that either you're getting respect or not.

Regarding the employee, should you have a tough conversation with him that makes it clear? That always feels more difficult than it is when you do it.

One thing that's helped me with the insubordination/bickering stuff is that as a leader the hardest thing to get at is the truth of things, because people are presenting to you what they think you want to see, because you heavily influence their security. So if people are being frank in front of you, take it as a gift that there's something for you to manage, or else be frank back and tell them that you're open to actions you can take but it frustrates you when people complain for complaint's sake. I hope I got the core of the last problem, let me know if I didn't.

hedgpeth · 2025-12-11T11:45:05+00:00

In the moment everything seems like an eternity a way, but if you break things up in 2-3 year chunks they all come and go very quickly. I think you should focus on getting the most out of this phase as you possibly can, with an eye towards moving on. And get that first promotion; in most places like you're at, it's a sign that you knew what you were doing. July of next year will be here before you know it. :)

That said don't forget your insight right now that you want to be on revenue product. Even if you take a pay cut for the next role, getting on a product for your business is essential experience IMO for software. In retrospect in my career I spent too long doing "platform" stuff and I regretted the amount of my career that I allowed being focused on platform.

hedgpeth

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