“If you're a product person and you have a bunch of engineers who have a trustworthy software factory, they could implement whatever they want to implement. … And so, like, how do product people feel about that? The answer is bad. They feel bad about it because their job is to tell engineers what to do and to be ahead of them. And you can't stay ahead of them because now they can produce outcomes at such a fast rate that you couldn't possibly keep up.”

…for the most part is that it is a slop factory. And so if somebody comes and says to you, Hey, I have this technique that's going to make the slop factory go even faster. Are you in? You're like, absolutely not. You know, like the thing that's killing me, I do not want more of it. You know,

…300 engineers committing CSS every single day. You know, like just the scale of some of these things is like, what would you recommend to a company that has hundreds, thousands of engineers of like, like, how do you re-architect? How do you even start to change how you work with this type of stuff?

Have you seen any large companies that have like at least started to take this on or switch toe?

I've seen people who have started. I have seen no one who has finished. Okay. And that's, you know, and I think that's true even amongst my peers. You know, like there was an era, it's slowing down now, but I would say six months ago, I was averaging three calls a week from friends who, you know…

Yeah. And I, and I, I, I, I feel like you have such a good like your thumb on this type of stuff because I'm, I'm just, I keep thinking about big companies like LinkedIn. And once they get this, something like this in place, what do they do with? I just looked it up. They have 10,500 engineers. And…