i would say have an open and honest conversation with your co-founder where :
- talk about your feelings, aspiration, what is your long-term plan and why you are leaving (avoid discussions on whether your reasons are valid or not, make it more of a statement rather than a top to discuss)
- agree on a timeline with your cofounder, something that is workable for both of you. it could take 3-6 months where every month you lower your commitment hours to the company.
- prepare an exit plan with your co-founder (in exchange with some shares or reward),together prepare a replacement plan, delegate some of your responsibilities that can be delegated to your team members/cofounder, find a replacement for things that can't be delegated.
- find the right time, angle to raise this to the board.
> They believe that restricting their license will lock others out of offering managed Elasticsearch services, which will let Elastic build a bigger business.
good luck trying to move your domain out of godaddy. the amount of bullshit they throw at your face is ridiculous.
disable domain lock >> oh can't because "enhanced privacy" is turned on >> disabled "enhanced privacy" >> oh we sent you an email click the link >> click the link >> oh can't you need to contact support >> contact support >> sent you a link >> ok now you can cancel "enhanced privacy" >> another link >> ok enhanced privacy is cancelled >> disable domain lock >> can't you need to wait few hours until enhanced privacy cancelling takes effect .....
initially i wanted to move 1 domain ... i ended up moving ALL my domains and my company domains .. and advised others to move their domains.
Even more important, Github lives off fees paid by companies. They might switch to Gitlab or other competitors if availability remains an issue. Facebook lives off ads, as long as people visit FB, companies won't really take their ads somewhere else.
> Disagree with PM on a feature? If you feel strongly enough, you build it your way until they remove you from the project.
there is the other side as well, PM : build me a bike. Dev: here is a spaceship. PM: but i wanted a bike. Dev: bike make no sense if u can travel using a spaceship.
> there is the other side as well, PM : build me a bike. Dev: here is a spaceship. PM: but i wanted a bike. Dev: bike make no sense if u can travel using a spaceship.
At the risk of being overly nitpicky (because I understand and agree with the general point you're getting at):
That spaceship _is_ super awesome and far superior to a bike if you need a solution that'll get you a far distance in a short amount of time.
But what if the need is something that's safe, cheap, and doesn't require complicated infrastructure to support? A bike might be a better solution.
Blame the PM if they're not making those priorities and needs clear, though.
I don't understand what's so big about this. It's akin to telling someone that they forgot to use passwords on their mongodb database. Does that really deserve $350k compensation?
Depending on what a black hat could do with the data in your database, it might absolutely be worth it. I understand that 350k is way more than bug bounties usually pay, but 3.5k is taking advantage of people's ethics to outsource your security.
Let's put it another way: The team who discovered this has skills WELL worth 350k for a year's worth a work. How many security issues would they have to catch for it to be "worth it"? Maybe more than 1, but 100 show stopping vulnerabilities for 350k is crazy to me.
edit: ESPECIALLY slack, if it was possible to use this to get access to any chat logs.
- talk about your feelings, aspiration, what is your long-term plan and why you are leaving (avoid discussions on whether your reasons are valid or not, make it more of a statement rather than a top to discuss)
- agree on a timeline with your cofounder, something that is workable for both of you. it could take 3-6 months where every month you lower your commitment hours to the company.
- prepare an exit plan with your co-founder (in exchange with some shares or reward),together prepare a replacement plan, delegate some of your responsibilities that can be delegated to your team members/cofounder, find a replacement for things that can't be delegated.
- find the right time, angle to raise this to the board.