Business
Notes on the non-engineering half of building something: running a team, reaching people, and the companies worth watching.
Engineering is the part that gets documented. The rest, deciding what to build, getting anyone to care, and leading the people doing it, tends to be learned by doing it badly first. These are notes from that side.
The published pages are the general ones. Notes tied to a specific venture or person are kept off the site navigation.
Contents
| Page | Covers |
|---|---|
| Start Up Management | The longest page here, on being an engineering manager at a startup. Reading the startup context, empowering a team rather than directing it, keeping technical execution tied to the product, choosing metrics that mean something, working across functions, hiring and growing people, and anticipating what breaks at the next scale |
| Marketing | Key concepts from the theory down: game theory, group psychology, how platforms change the calculus, and a case study |
| Companies | Firms worth tracking, split between investment and engineering |
| Image Editing | The production side of marketing. Image, video, and music software, plus the distinction between colour correction and colour grading |
Not Covered Yet
- Nothing on the legal and administrative basics. Company structures, registration, and the paperwork of actually starting something are covered only in an unlisted page.
- No finance. Fundraising, valuation, cap tables, and unit economics have no page at all. The money-side notes in Finances are personal rather than company oriented.
- No sales. Marketing is covered, but the process after someone is interested is not.
- No product management: nothing on discovery, prioritisation, or roadmapping.
- Companies lists names without saying why each is worth watching.