As a CTO I can say that this is not my experience.
My experience these days is fighting corporate bureaucracy and inertia to make sure we reap the benefits of faster coding. Feeding agents with work is not a problem. Building teams that use those tools effectively is the problem. (Say, shall we merge product and engineering teams? Do we start getting rid of people who refuse to use AI? What do we do with pentests? How do we strengthen the tools that do code analysis and weed out lazy devs who can now more easily pretend to be invested in their work? Stuff like this keeps me busy.
As a CTO this has been my experience as well. I would add in every non-technical C-suite member aiming to use AI as some magic lever to avoid prioritizing projects or engaging in real critical thinking. Too many people are offloading their cognitive decisionmaking to some magic box, thinking it has all the answers, because its output appears magical and complete.
After 25 years in programming I think I’ll finally start that farm ;)
> Do we start getting rid of people who refuse to use AI?
I don't even think the bigger companies are going to waste time on figuring out how to retrain, they're just going to do industrial scale layoffs and then rebuild from the ground up with people who won't get past interviews without demonstrating hard skills in this area.
There is a shocking gap growing right now, it's a Wile E. Coyote not realizing he already walked off the cliff type of situation for a lot of people.
Ultimately the shareholders want to see the money. They dont give a crap about what you think or what the poster above thinks - you're both accountable to the shareholders who do not employ you for fun. They employ you for the sole purpose of making them wealthier. All this incremental spend on tokens shows up in the financials positively or it doesn't.
> Ultimately the shareholders want to see the money.
Seems like we're saying the same thing?
> All this incremental spend on tokens shows up in the financials positively or it doesn't.
Right, and we're talking about the staff failing to spend the incremental tokens at all, thus failing to discover whether or not they'll show up positively. I'm just saying, investors are probably going to decide to roll the dice on a complete staffing rebuild rather than try to wait for the existing corporate culture to adapt because they're going to get fomo. Arguably it's already happening.
This usage pattern is a few months behind the curve. It’s effective at full on feature development now. Keep it fed with plans and it’ll keep implementing, leaving the codebase better than it found it each cycle.
Not sure why this would catch heat rationally speaking. It is quite clear in a professional setting effective use of coding agents is the most important skill to develop as an individual developer.
It’s also the most important capability engineering orgs can be working on developing right now.
Looks cool, congrats on the launch. Is there any sandbox isolation from the k8s platform layer? Wondering if this is suitable for multiple tenants or customers.
Oh good question, I haven't thought deeply about this.
Right now nothing special happens, so claude/codex can access their normal tools and make web calls. I suppose that also means they could figure out they're running in a k8s pod and do service discovery and start calling things.
What kind of features would you be interested in seeing around this? Maybe a toggle to disable internet connections or other connections outside of the container?
Network policies controlling egress would be one thing. I haven't seen how you make secrets available to the agent, but I would imagine you would need to proxy calls through a mitm proxy to replace tokens with real secrets, or some other way to make sure the agent cannot access the secrets themselves. Specifically for an agent that works with code, I could imagine being able to run docker-in-docker will probably be requested at some point, which means you'll need gvisor or something.
I was a mentor for an all girls high school FIRST team and I have to say, the way they were treated at competition by other teams and the way the organization handled that sexual objectification of them at competition leads me to a “that checks out” conclusion of Kamen and Epstein.
How did you rule out the much simpler explanation that the culture propagates from the hormones of high school boys, and going against that is a hard problem? You're going to have to be explicit about the details of "the way the organization handled that", as the obvious assumption is that they'd be stuck between a rock and a hard place trying to post-facto punish at the organizational level (as opposed to proactive policies for team mentors to follow going forward).
I am currently a mentor and previously a judge and volunteer for many years at regional events. In all my years I have never seen anything remotely like sexual objectification. I obviously can't know your experience but I would be very very surprised to find this occurring... especially at competitions.
I believe this implication goes against core values of the org and certainly it's local volunteers. I have no skin here except to defend a program that is doing amazing work. My kids are participants and I have contributed to the org for more than 10y.
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