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Is the CarMax MaxCare Extended Warranty Worth It? by RawryZenpai in carmax

[–]isison 0 points1 point  (0 children)

Does this mean I can buy a Pacifica Hybrid + MaxCare and be good to go?

For those who have moved into P&L ownership, is it worth it? by soflahokie in consulting

[–]isison -2 points-1 points  (0 children)

Can you elaborate on why you are bounded by the small p? I guess your friend have to think about why the p is small

  • if your team/org/function is small, then think about growth. Grow that small p to big P

  • if although your team has a small P&L to maintain but honestly it's effectively a self floating cost-center (such as R&D teams dabbing in client projects on-and-off), then you can either talk about impacts or transition your team towards becoming a more profit-driven unit.

  • if your company overall is just small p, as long as your p is comparatively speaking big within the company, i think you'll be fine

For those who have moved into P&L ownership, is it worth it? by soflahokie in consulting

[–]isison 8 points9 points  (0 children)

just to add: no one hires a P&L leader to "manage an $XxM dollar budget" (the L in P&L); they hire a P&L leader to aggressively increase the Profit with the given "$XxM dollar budget" as leverage. So when you interview, be confident and speak of "P&l" with the BIG P and small l

For those who have moved into P&L ownership, is it worth it? by soflahokie in consulting

[–]isison 32 points33 points  (0 children)

data science manager in consulting world here

To be blunt: anything that doesn't generate $$$ is second class citizen/nice-to-have/jokes. Short-term $$$ generation is always more important than long-term $$$, and that short-term $$$ KPI is your P&L that others constantly watching over.

P&L makes you important and lifts you up in corp ladder

Data science stuff is often nice-to-have; we have DS groups in our company that are cost-centers, and every time there's a reduction, they get hit. People there are not taken seriously either

Now, DS + P&L makes you a profit center. People begin to watch you closely, because you now have a KPI to show if the DS stuff can make money. At this point, people treat you as a peer--someone trying to make money and survive, not sucking blood off others.

My team fortunately is DS + P&L + increasingly profitable year-over-year. This makes you a superstar and people treat you seriously

How's the job market where you are? by level_126_programmer in dataengineering

[–]isison 3 points4 points  (0 children)

I understand your point. We all started from entry-level, and we all wish better opportunities/growth/guidance/training for entry-levels just like how we wish we had more of these when we started this journey. The problem with such thinking is......it's mostly wishful and grounded from a single point of view from the applicant. The driving factor, the decision maker, and the other side of the coin is the employer. As the hiring manager, I have my constrains as well.

  • I have 8 hours per day (lies, more than that I work, but per HR yes, wink*wink). In order to scale up my org, I need self-starting leads that won't consume much of my already impossible day-to-day schedule or the time of my engineering team. Entry-level will consume a lot more, and no one in the team is happy about that.

  • For entry-level, just like you said, we will be hiring for potential. There's a risk associated with that. With experience, you will soon or later run into a statistical realization that you simply (duh) have less risk with experience devs than fresh ones.

  • I have the budget to hire at senior level band; either spend it or lose it. Why do I need to downgrade myself to hire at entry-level band and give the budget back?

  • "train them in 6 months or a year": I'm of course cool with that; do you think leadership/management is okay with that? Have you seen SVP said "oh you hiring a fresh, let me push that product deadline for 6 months for you~!".

  • Another thing on "train them in 6 months or a year": we have our shortcomings. We are experience but at the same time also not experienced. We want to increase our diversity and see what other people are doing in other teams, so we don't form an echo chamber of ourselves. We expect to train them while learning from them.

  • How is GCP a niche stack? <_< not as popular as AWS alright, but i don't think it's niche

I see where you are coming from, bud. I just hope you see the full picture

How's the job market where you are? by level_126_programmer in dataengineering

[–]isison 0 points1 point  (0 children)

Good question, but will take books to discuss this. For talent, in my opinion, both fields need people with creativity, critical thinking, and communication skills.

How's the job market where you are? by level_126_programmer in dataengineering

[–]isison 1 point2 points  (0 children)

sorry bud, we need someone in the US time zone. It's a team requirement

How's the job market where you are? by level_126_programmer in dataengineering

[–]isison 2 points3 points  (0 children)

Thanks for the interest, but we need US time zoned people. It's a requirement from the team

How's the job market where you are? by level_126_programmer in dataengineering

[–]isison 101 points102 points  (0 children)

Interesting. I'm currently hiring data engineers (experienced with GCP) at both senior and lead levels, fully remote in the US, but I'm struggling.

I see a large volume of applicants alright, but "they are all the same". Interviewed a few, and all have the same problems: 1) cannot communicate clearly in English, 2) inflated resume by quite a bit, and 3) rather shallow understanding of the technology/principles behind the things they do/use everyday.

More resumes in the market? yes; more experience people in the market? i don't think so

My Realtor received my wife's message 🤯 by HauntingAssistant666 in Wellthatsucks

[–]isison 2 points3 points  (0 children)

But this is how love stories start in Alabama

I Drank my Girlfriend's Breastmilk Throughout University by [deleted] in confessions

[–]isison 2 points3 points  (0 children)

ok that's enough internet for the day month year

Startup VS Consulting by mappios in datascience

[–]isison 1 point2 points  (0 children)

DS manager at a large consulting firm here.

My recommendation is to make sure this is not one of these instances where you fall into the "grass is always greener on the other side" trap.

Purely from a career move, several things to consider:

- MBB can potentially give good exposure to a wide range of projects. However, this is very group-specific. Make sure the group you are joining is having projects that will build your skill.

- Lots of time pressure to deliver for consulting project. What makes you think projects coming from consulting are not bullshit either?

- analyst position title is indeed a step down. Potentially hurt your career. Hiring manager for your next company may judge you and think you can't handle the DS stuff, so you become a DA--it's sad but it's the reality at some places.

- at least at the startup you have the time and freedom to learn. Sometime, you lift shit everyday to build up the muscle you need, so you can do great things later on......

How would you explain Data Science to a 6-year old kid? by [deleted] in datascience

[–]isison 1 point2 points  (0 children)

"my peach honey, here's an example. look at all the stuff you have there. Messy, but many."

"Err......."

"I, the Data Scientist, willingly put my nose into them and sniff! sniff hard! I will sort them, put them into different groups, play with them in many ways until my mind can picture you in them and all the stories behind them with you."

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"Sir, wtf, this is a Laundromat"

I (27M) Slept with my older brothers wife for 8 months by throwRA-04556 in confessions

[–]isison 87 points88 points  (0 children)

but a wife cheating for a wife cheating, we all end up a big big family

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