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Or the data janitor, as Jose Agüera said:

I’d never felt more viscerally that my role in the product-building process was that of data vending machine: request in, data out. It’s precisely this sort of transactional quality to our work that leads many of us to leave the industry (View Highlight)

It’s precisely this sort of transactional quality to our work that leads many of us to leave the industry (View Highlight)

• We are generally looped in at the end of decision-making processes, consigning our autonomy and development of our mastery to a narrow scope: we only get to decide “how to pull data”. As experts in answering “what data we need to pull”, this scope is diminutive, even discourteous. • Purpose is often just half a sentence sent in the Slack request. (View Highlight)

few wanted to fight tooth and nail for a seat at the table, particularly when we’re barely keeping our heads above water (View Highlight)

When you have a million queries to write, you don’t want to double your work by getting them peer reviewed and pushing them to git (View Highlight)

those who crave greater purpose (and to some extent, autonomy) become PMs. Those who crave mastery become increasingly technical, often moving into more engineering-heavy roles

The process change we finally landed on at Airbnb was stricter adherence to sharing SQL-based insights within docs (View Highlight)

My one qualm with this, however, was that the friction was a bit too high, so only the most important reports were written up (View Highlight)

Most ad-hoc work and insights were still buried in Slack (View Highlight)