Senior "vibe code" janitor. All things frontend. Always caffeinated. Serial reposter.
Toronto đ¨đŚ
Joined December 2014
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If you have a few minutes, this was a really nice read on the tension between a process and a culture problem.
You CANNOT fix CULTURE with PROCESS.
Earlier this year, one of my sales managers slacked me a new Google Form. Every sales engineer (SE) would have to fill it out before every customer call. FOREVER.
I get why he created it.
A rep on his team showed up to a call the prior week unprepared. The SE was there too, just as unprepared. He spent the call asking the customer questions we should have known the answers to before we ever dialed in.
They wasted the customer's time.
So he did what most managers would do: "I'm going to create a process so this never happens again - so now before an SE or an AM gets on a call to show the product, they have to fill out this form."
Then he spent his Saturday - his Saturday - building a 14-question intake form. Required for every SE. Before every customer call. FOREVER.
That is not the answer. You donât fix unprepared reps with a form.
You build a culture where nobody shows up unprepared in the first place.
Every process you add is a TAX.
And you CHARGE that tax to every person on your team who never had the problem - every day, forever - to fix the one person who shouldn't have been there in the first place.
Stack enough of those and you end up with processes on top of processes and everything slows down.
Some processes are worth the tax. Most aren't. This one wasnât, so I told him to kill the form and do this instead:
Before you build a process, say the standard OUT LOUD.
Get the team on a call, tell them what happened and tell them what the standard is.
In our case: âCompeting with ZoomInfo should be a DAUNTING experience for ANY of our competitors. This is NEVER acceptable. Showing up unprepared to a customer call doesn't live up to that. Full stop.â
Point back to that standard every time someone misses it. Let the people who can't meet it self-select out.
Manager: "But Henry, what if it happens again?"
Then it happens again. And you have the conversation again. Louder this time.
Process fixes broken systems - it doesnât fix broken standards. Start with the standards.
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George Orwell (1984 and Animal farm, you know, âfictionâ) being born in India was not on my 2026 bingo card.
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Person of interest predicted that we'd end up with two superintelligences with different values and the deciding factor would be which one had better funding and fewer scruples. Machine vs Samaritan is just two frontier labs except one of them wrote a safety framework first.
Wanted to see how Iâd do in an interview where I had to code without AI or search, so I had Codex build me a local mock interview app. It gave me a JS problem, voice interaction, and an editor with tests and console. Removing autocomplete is a very effective reality check.
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âyou are now renting your company back from themâ - truer words have not been spoken.
Claude Tag is a Trojan horse. Not because Anthropic is doing anything evil. Because the incentives are obvious.
Day one, this looks like a great feature: tag Claude in Slack, let it follow the thread, remember context, connect to tools, break down tasks, chase work, and act like a teammate.
But that is exactly the problem. The moment your AI vendor becomes a shared coworker, it stops being just a model provider. It starts becoming the place where work is interpreted, remembered, routed, and eventually executed.
That is not model lock-in. That is context lock-in. You are now renting your company back from them.
Models can be swapped. Agents can be copied. But the memory of how your company actually works is much harder, maybe impossible, to move: the Slack scar tissue, the exception paths, the customer promises, the unfinished threads, the weird workflows, the implicit owners, the âwe tried that in Q2 and it failedâ knowledge.
Once that lives inside one vendorâs agent layer, you are not renting intelligence anymore. You are renting your companyâs operating memory.
And the pricing model makes it even more dangerous. A human coworker has a salary. Claude has unbounded tokenized activity. The more work moves through it, the more the vendor captures not just IT spend, but labor spend.
This is the enterprise bargain people will regret: Convenience now, and rapid decent into dependency.
The right architecture is simple: rent the best intelligence from whoever is best this month. OpenAI, Anthropic, Gemini, open source, whatever. But own the context layer.
Your company memory should be inspectable, permissioned, portable, and model-neutral. It should not be buried inside the same vendor that sells you the intelligence and the workflow surface.
Claude Tag is useful. That is why it is dangerous. Rent the intelligence, but own the context. Or, regret later.
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Me: * asks Claude to fix a bug with proper context detailing a root cause and expected behaviour *
Claude: patches upon patches with a million utils and unnecessary code
Me:
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If thereâs one takeaway from the job market signals this year, itâs this: ALWAYS BE INTERVIEW READY.
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Either Iâm doing something really dumb or agents absolutely struggle in brownfield problems. I see so many tweets on agentic coding but no combination of skills, MCPs, MD files has gotten one feature right the way I would write code. What am I missing? Where can I learn?
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* cries as it throws yet another âyes youâre rightâ *
Typical coding day with Claude (Opus 4.8)
- explain to Claude the task (5 minutes)
- Claude implements task (10 minutes)
me: "Why is this necessary?"
Claude: "You're right to push back! I over-engineered this!"
- Repeat x87 times (13 hours)
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I am SO sick of non-engineering and backend teams claim "frontend is easy, my agent can figure it out" then go on to raise a PR with 50 constants, 100 utils and lot of AI slop trash. Frontend is more than just the code (although form what I can tell even that is đď¸).
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As someone who has struggled with this pseudo-productivity web, this was a great read.
If you've adopted AI at your company but haven't seen any tangible results, read this 1990 article: "The Dynamo and the Computer" by Paul David.
When electricity first arrived, factories that "adopted" it barely got faster. They just swapped the steam engine for an electric one and ran everything else exactly as before: same machine layout, same workflow, same management. Electricity in, no real gains out.
The most common mistake with any new technology is to drop it into the old organization and then declare the transformation done.
The real leap came decades later, when each machine got its own small motor. Suddenly machines no longer had to be lined up around one central drive shaft. They could be rearranged around the actual flow of work.
The productivity gains didn't come from electricity. They came from REDESIGNING THE ENTIRE FACTORY around it.
AI is the same. Bolting it onto your existing process gets you a faster steam engine. The payoff comes when you redesign the work itself.
(link to paper in comments)
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Moved to Kitchenerđ¨đŚ and suddenly Iâm that person who âgoes to the library to get work done.â Plot twist: I mostly just admire how organized the books are while my life is not. Seasonal depression is strong, but my will to romanticise life is stronger.
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Found these to find out whatâs happening in Bangalore:
puttingscene.com/
blr.today/
Putting Scene
Discover Bangalore's best cultural, food, fitness, and creative events.
puttingscene.com 1
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TIL that if youâve lost the phone number connected to your EPFO account, you can go through the forget password flow and itâll update it to the latest number as per your Aadhaar records. No need to go in offline!
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Found this gem from 2006 at a cafĂŠâa time when the internet needed a *guidebook*. Pre-AI, pre-social media dominance, just 5000 handpicked websites for everything. Simpler timesđ
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Getting tech folks to wake up early on a Saturday is hard. Getting them to show up energizedâdespite Bengaluru traffic? Thatâs a Meetup worth hosting!
Browserstack Meetup hosted at the Postman office aka my second home đ
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