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Blameless postmortem reviews are an underrated part of FAANG engineering culture. They don't blame engineers personally for breaking things. This allows postmortem conversations to focus on the system and how to improve it, which results in: 1. Fewer breakages over time - Everyone focuses retrospective energy on system improvements 2. Faster resolution - People are shameless about owning and escalating breakages 3. Better team health - People don’t beat themselves up over unavoidable breakages Relying on fear to prevent breakage is much less reliable than automated system-level tactics (e.g. test coverage, push blocking, static analysis tooling, etc). I've always enjoyed this aspect of big tech engineering culture. What would your team do if a new hire destroyed a production database? Screenshot below from Reddit (/r/cscareerquestions):

Exciting Update! I’m super excited to share that I’ve recently relocated to Batu Kawan, Penang, as the new Area Manager for Asahi Diamond! This move allows me to support our amazing customers in Penang and Kulim even better. It’s been an incredible journey working with such fantastic companies, and I can’t wait to dive in and tackle new challenges together! At Asahi Diamond, we live by the motto "Manufacturing Excitement through Innovation." I’ve had the privilege of getting hands-on experience with back grinding, dicing, and polishing processes alongside some truly brilliant engineers. We’ve celebrated some great successes in Malaysia recently, including projects like BG wheels, CMP conditioner solutions, precut processes, wafer dicing, wire saws, and package singulation. It’s all about helping our customers achieve real results, whether it’s cutting costs, extending tool life, or enhancing performance. As an engineer, I thrive on tackling technical challenges, and I love working with unique and advanced facilities. Whether it’s brainstorming on new projects or solving tricky problems, I’m here to push the boundaries with you. Now that I’m settled in Penang, I’m really looking forward to connecting more closely with engineers and buyers in the area. If you’re curious about cutting costs, improving tool life, speeding up processes, or boosting accuracy, let’s chat! I’d love to see how we can work together to reach your goals. Feel free to drop me a message anytime. Let’s make some exciting things happen! #Relocation #Penang #CostDown #EfficiencyUp #AsahiDiamond #CustomerSupport #Semiconductor #Innovation #EngineeringPassion

Difference between FAANG (and equivalent) engineering director(or principal engineer)role and non FAANG engineering director roles as per my experience: 1) Really understand what an director role needs - it's about complexity of the problem space and the organization and not how much you deliver. In smaller companies getting shit done is important and helps you grow. In larger companies it's easy to get shit done but more important to get the right things done. As your levels increase, the expectation is that you are responsible for identifying what's important. 2) Once you have a good sense of what you should be doing, be ruthless in focusing only on important things. There is a lot of noise with scale. Even an amazing product with a billion+ users will have hundreds of thousands of issues and edge cases that cause problems. If you try to address things coming to you vs consciously decide what should be worked on, you will have much lower impact than what you could have. Be extremely picky and make progress towards important things. 3) With large companies there is a lot of organizational friction. Your engineers need a lot of cover to do their job. There might be turf wars, other teams vying for their attention, suboptimal delegation etc. Figure out how to be fair but firm when it comes you shielding your team. Most people at Google are sufficiently smart - figure out win wins, if there are conflicts bring clarity (even if it means giving up a little turf) and unblock people so that they can get to work. This will become more and More important with time.

Today marks a year of me starting my new portfolio as a process improvement personnel in guocera sdn bhd. For the first 11 months in, there were a lot of questions from people around me of why initiating the move from my previous company to here; mainly because of the daily travel distance from kajang to meru which took about 120km back and forth everyday! Not gonna lie it took a toll on me spending 4hours total in the car going to and back every single working day which made me took a bold decision to ride this bike and cut the time travelled by half. Note that i despise riding bike all my life due to safety issues and never have the interest to do so. Nevertheless, the decision for this move was made because i believe in challenges. I wanted more. I moved because i started to feel comfortable and have a safe zone. My ultimate goal is to become a proficient in my current field and the only way to do that is to always be hungry. Hungry for knowledge, skills, experience, exposure and everything in between. I will deal with anything else that come along be it distance, pressure even environment because that pot of gold at the end of the rainbow im chasing is definitely worth it. A year later, from the manufacturing plant, I was entrusted to manage the improvement and strategy of the operations at the business level. A portfolio that i thought would come even later in my career journey but here it is! The expectations are high, the pressure is different and the challenges are new. Then again, its another challenge that would keep me at the edge of my seat and definitely remove the word ‘comfortable’ for now. Oh and, of course everything that I am doing are gotta be for that kid on the bike 😉. To new challenges. 🥂 #processimprovement #businessstrategy #processmanagement

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