mostlyghostly

7 ms·

1.
by mostlyghostly 4y ago
https://statscalculator.com/ Side project I made after leaving a large company; a free statistics package that bridges the gap between Excel and actual coding (R, Python). In the corporate world we used Minitab or a similar
2.
by mostlyghostly 4y ago
Empirically, I'm getting about the same results from my 1 page and my 2 page CV, based on call back rates, funnel progression, and interviewer comments. Go ahead and use two pages if the incremental content is relevant to your overall
3.
by mostlyghostly 4y ago
My recruiter invites have been dropping at a exponential rate once I passed age 45. LinkedIn is apparently a fairly efficient platform for age discrimination.
4.
by mostlyghostly 5y ago
Yes and No. Most paintings don't have (much) value. Behold my latest work, the brown ring of quality... do I hear... 5 cents? A few paintings have value, primarily due to the fame of the artist or the history of the piece (It hung <
5.
We don’t have unprofitable customers, just unhappy accidents (2019)(jansanity.com)
50 points by mostlyghostly 5y ago|11 comments
6.
by mostlyghostly 6y ago
Simple English Translation: We cannot trust any publicly posted claims about product performance, since they have effectively been cherry-picked by the marketing / legal team. Bad claims can be take down, thus the only remaining claims
7.
by mostlyghostly 6y ago
And most of these tests are basically bullshit, in terms of real world impact. What's the contest here? Who's most desperate, most willing to sacrifice their life and health for pennies on the dollar? Seriously. I'm a middle
8.
by mostlyghostly 6y ago
It started well and devolved into a bitter rant about the universe. So... here's some perspective from a career on both sides of the table.... (manager and engineer) - For many teams and personalities, it is very hard to ship anything
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The Accidental Freelancer – My First $5 K on Upwork (During the Pandemic)(highestpayinggigs.com)
2 points by mostlyghostly 6y ago|0 comments
10.
by mostlyghostly 6y ago
You're assuming: a) the risk can be neatly packaged and mitigated b) the cost of appropriately mitigating that risk wouldn't preclude running the business. Long tail risks exist in every business, that rare event that takes the wh
11.
by mostlyghostly 6y ago
(No offense, but this is about as non-hypothetical as it can get. This was my reality in the recent past)
12.
by mostlyghostly 6y ago
A good question. Here's an attempt at a reply.. - You're trying to retain 5, not the 50.. the other 45 are objectively not-critical to the enterprise (in the sense we could eliminate or replace those roles). - A large fraction of
13.
by mostlyghostly 6y ago
My point is frequently your world descends into a flaming pile of shit unannounced. Go ask the career restaurant workers how the year is going. Go ask the tourism guides and travel agents. Go ask their bosses how they intend to keep the doo
14.
by mostlyghostly 6y ago
Is that before or after you learn that the typical severance for the people in question was less than a week's pay? So when it was "your turn", you're going to get tossed in the street with NOTHING to tide you over to yo
15.
by mostlyghostly 6y ago
In that event, most of the people in question will accept an offer from a competitor with greater assurances of financial security and return to loot and pillage what's left of the business on behalf of their new sponsors. If you'
16.
by mostlyghostly 6y ago
Find better executives :)
17.
by mostlyghostly 6y ago
Not everyone is equal in that analysis. And in a financially constrained endgame, you have to make choices about who to keep and cut. Cutting that senior sales executive will cost 20 other jobs due to lost business and downstream implicatio
18.
by mostlyghostly 6y ago
I'm keenly aware of the disparity. However... - If we do not keep the highly paid senior sales rep, we're going to have no customers and thus... everyone gets canned. - They are objectively better off leaving for another firm, whe
19.
by mostlyghostly 6y ago
Eh, you're not getting just how deep in the shit we were. Sometimes you can't give everyone a pony. There simply wasn't any money. That's the essence of running in financial distress. No banks, no loans, insurance suppor
20.
by mostlyghostly 6y ago
"very few businesses are the product of a small subset of its people" Hate to break it to you but that is EXACTLY what is going on here. Some people have EXPONENTIALLY more impact on saving a business than everyone else in the bui
21.
by mostlyghostly 6y ago
That doesn't work in small organizations with no bench strength. The next person is line usually isn't qualified. It rarely works in large ones. Especially for an abrupt transition. An effective executive, particularly on the comm
22.
by mostlyghostly 6y ago
I've actually helped manage a company in financial distress. Here's reality: - First, most executives have little impact on the specific event that put the firm under. (I was a senior marketing person; the building burned down. Fi
23.
by mostlyghostly 6y ago
I'm struggling to call this predatory pricing when most of the food delivery app industry is unprofitable. The correct industry action: push through higher pricing for the end users, share gains with drivers and restaurants to get to a
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by mostlyghostly 6y ago
I build websites and manage them for cash-flow (and have been doing this for a decade). Started with SAAS affiliate sites and moved onto a more ambitious vision of cleaning up content categories on Google that are loaded with bad advice. (S
25.
by mostlyghostly 6y ago
So a couple of thoughts... - Don't write off working for domestic SMB's just because their sales are in a downturn. At least 50% of my earnings over the past decade was building software & analytics tools for companies that we