Outside of that, it sounds like the system worked perfectly. They launched, they paid DB costs (the 8M was not a ledger mistake) and then they rebuilt after they wanted more cost savings. Also a bunch of folks got promoted.
The 8M came from VCs lighting money on fire. Honestly this seems like the system worked as planned to me, not a case study in how not to do things.
> But nobody was optimizing for cost. They were optimizing for their next promotion. Each rewrite was a new proposal, a new design doc, a new system to put on a resume. The incentive was never to pick the boring, correct choice — it was to pick the complex, impressive one.
...I guess it could be possible nobody thought about cost at all, and this was all misaligned incentives and resume-driven development, but I find that kind of hard to believe? As someone who has made cost mistakes in the cloud, this claim seems a bit silly.
Not to detract from his experience, but I didn't actually see much payments experience at all on his resume, so I'm curious why he's branding himself as a payments guru. Kind of tech content creation fluff, I guess.
People forget how quickly Uber scaled, and the user impact of not being able to track your trips could be catastrophic to retention. There's a class of tech-influencer who think they can dissect past decisions on a blog post without being in the room when the technical constraints were being laid out. This is Monday morning quaterbacking at it's most grotesque.
Here, the tell is you’re not gonna get a multibillion dollar company on hockey stick growth to switch storage because you want to get promoted.
> Somebody Should Have Been Fired For This
This person is not a good resource. Uber was a very fast growing company, both in terms of their product and staff. Turnover in architecture happens. Calling this a catastrophe and click baiting about firing engineers over a rounding error in Uber’s overall finances is gross.
I understand this person is trying to grow their Substack with these inflammatory claims but I hope HN readers aren’t falling for it. This person’s takes are bad and they’re doing it to try to get you to become a subscriber. This is hindsight engineering from someone who wasn’t there.
At least when I worked at Uber, that wasn't really how it worked. The eng org was so big that it was nearly impossible to track all the projects people worked on, and you'd get micro-ecosystems of tools because of it.
Some grew large, others stayed quite "local".
Hindsight is 20/20. Not saying they did the right thing, but they may have had specific performance reasons for originally going with DynamoDB.
I mean, given how quickly things can change I think the language and sentiment here isn't quite right, it's just how businesses can change and we can't necessarily control that.
simonw•1h ago
This article also doesn't make a convincing case for this being a huge mistake. Companies like Uber change their architectural decisions while they scale all the time. Provided it didn't kill the company stuff like this becomes part of the story of how they got to where they are.
Related: the classic line commonly attributed to original IBM CEO Thomas John Watson Sr:
“Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?”
https://blog.4psa.com/quote-day-thomas-john-watson-sr-ibm/
robertlagrant•1h ago
One thing I did think about was how this could have been architected without sufficient reference to costs, which might have been a process or structure improvement.
simonw•1h ago
Add "expected budget, double-checked by at least one other principal engineer" to the project checklist.
Have the person most responsive for the $8m "mistake" be the person to drive that cultural change, since they now have the most credibility for why it's a useful step!
havnagiggle•1h ago
mannykannot•1h ago
Aurornis•53m ago
Interns wouldn’t even be allowed to use $100K VNAs without a lot of supervision because so many things can go wrong. Damaging one of those small precision connectors is easy to do and can be a costly repair that brings delays to the lab, and that’s before you even start making measurements.
I wonder if part of the offense was that the intern was breaking protocol by moving the equipment. Alternatively they probably failed to explain the rules and expectations to the intern. Or maybe some lazy engineer tried to pawn off their work on to an intern without thinking about the consequence.
noodlesUK•22m ago
Aurornis•18m ago
Expensive VNAs are also precision, calibrated instruments with small connectors that can easily be degraded by even simple misuse. Frontends destroyed or subtly damaged in ways that break measurements by allowing the wrong signal to enter.
It’s easy to damage one in a way that will interfere with measurements for months before someone realizes what’s wrong, which is more costly than the VNA itself.
These instruments require training to handle. It’s not even about the price, it’s absurd that they’d let an intern carry one around at all (if it was allowed)
This is like the hardware equivalent of an intern accidentally dropping the production DB. My first question would be how they got to the point where an intern was in a position to be able to drop the production DB because everyone understands what can go wrong
noodlesUK•6m ago
hilariously•1h ago
I have worked with all levels of engineers who come into a project glassy eyed about some technology, sure, but if you are part of the team approving a project and you cant produce a realistic budget then your management is bogus as hell.
I have worked on a ton of these vanity projects, and when I voice my concerns its clear nobody is out to learn anything, they are here to look good and avoid looking bad, that's about it.
Get some articles published, go to some conferences, get a new job with a new title somewhere else, laugh on your way out.
simonw•1h ago
pc86•1h ago
Just the framing of this question makes it seem like you simply don't like people in management / decision-makers, and you want something bad to happen to them. Maybe that's wrong, hopefully it is, but the rest of the comment doesn't do much to dissuade me of that impression either.
Aurornis•50m ago
embedding-shape•1h ago
I mean, if we're considering factors that could make fire a developer, suggesting, pushing and eventually failing to implement bad designs and architectures probably ranks among some of the more reasonable reasons for firing them. It doesn't seem to have been "Oops we used MariaDB when we should have used MySQL" but more like "We made a bad design decision, lets cover it up with another bad design decision" and repeat, at least judging by this part:
> So let me get this straight: DynamoDB was a bad choice because it was expensive, which is something you could have figured out in advance. You then decided to move everything to an internal data store that had been built for something else3, that was available when you decided to build on top of DynamoDB. And that internal data store wasn’t good on its own, so you had to build a streaming framework to complete the migration.
But on the other hand, I'd probably fire the manager/executive responsible for that move, rather than the individual developer who probably suggested it.
otherme123•1h ago
And you just teached all your workers to be as cautious as being freezed, never be proactive, keep the status quo as much as they can, avoid being noticed, and never take a step without being forced or having someone else to take 100% blame (with paper trail) if things go south.
embedding-shape•29m ago
Firing people making bad choices, people tend to appreciate that. Firing people making good choices? Yeah, I'd understand that would freeze people and make them avoid making proactive choices, try to not do that obviously.
alemanek•27m ago
I have been in situations where I was told “don’t worry about cost just get it done”. Then a few years later the business constraints shift and now we need to “worry about the cost”. It ignores that decisions made under a different set of constraints were correct, or at least reasonable, at the time but things change.
One of my pet peeves is when people say “do it right the first time” but the definition of “right” often changes over time. If the only major flaw of this design was that it was expensive; then I am much more skeptical that it was wrong given the original set of conditions that they were operating under.
basilgohar•24m ago
Easy to say, but it's a real human cost to relying on people to figure out what you mean rather than explaining what you mean. Not enough time is spent on cultivating effective communication and training. Everyone wants everything done yesterday and don't feel like investing in their own people.