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You do your own time

There we were, a regular murderers’ row of librarians. Little Jo. Eustace. And me. Turning around in the nave of our library to greet the sound of footsteps, pistols leveled in case whoever was coming in didn’t respect sanctuary. Little Jo had a stack of books under one arm. Eustace was holding the screwdriver she’d…

2026-06-12 原文 →
AI 资讯

Inside soccer’s data renaissance

Imagine tuning in to the opening kickoff of a World Cup match and seeing a player intentionally send the ball all the way down the pitch and right out of bounds on the opponent’s end. Casual fans might scratch their heads. Where’s the logic in surrendering possession seconds into a game? If you were Jesse…

2026-06-11 原文 →
AI 资讯

How We Handled Our First Major Outage (And Survived)

Three years ago we had our first real outage. Six hours of downtime. Thousands of angry users. Multiple executives on the call. Here's what we did right, what we did wrong, and what we'd do differently. What we did right 1. Communicated immediately. The moment we knew we had a problem, we updated the status page and emailed our biggest customers personally. Not when we had answers. When we had a question. 2. Had a single incident commander. One person making calls. Not a committee. When the CEO tried to direct technical work, the IC politely rerouted and told her where her help was actually needed (talking to customers). 3. Took care of our people. During hour 4, I ordered food. During hour 5, I forced the primary engineer off the call for 20 minutes to walk outside. Long incidents destroy people. You have to feed them and force them to rest. 4. Wrote it down as we went. We had a shared doc with a live timeline. When the post-mortem came, we had every decision captured. What we did wrong 1. Tried to fix the root cause during the incident. For the first 2 hours, we were digging into why the database was struggling. We should have been mitigating (rolling back) first. 2. Let too many people 'help.' By hour 3, we had 12 engineers in the call. Half of them were useless. The IC should have kicked people out sooner. 3. Gave optimistic estimates. 'We'll be back in 30 minutes.' We were not back in 30 minutes. That miscommunication was worse than saying 'unknown.' 4. Didn't prepare the executive communication. The CEO had to answer customer questions in real time with no script. We should have drafted talking points for her after hour 1. What we'd do differently Mitigate first, investigate second. Always. Cap the number of active engineers at 4 during an incident. Others go on standby. Default to 'unknown' for estimates. Only give a number when we're sure. Assign someone explicitly to 'executive liaison.' Their job is to keep the C-suite informed without interrupting the tec

2026-06-08 原文 →
产品设计

Kill some time with these much needed distractions

Constantly being plugged into the news grind is mentally exhausting. Sometimes we just need to take a break, unwind, and do something fun. That’s why we’ve built up a collection of distracting time-wasters for when we need a break from being obsessively online. We figured you might enjoy these harmless rabbit holes, mildly addictive browser […]

2026-06-07 原文 →
AI 资讯

Benn Jordan longs for the days of tech that didn’t spy on you

Benn Jordan may have initially gained notoriety for his music as Flashbulb and later, reviewing synths and effects pedals on YouTube under Benn and Gear. But about five years ago, Benn decided to take his YouTube channel in a different direction. He didn't stop covering music gear overnight, but as time progressed, his channel became […]

2026-06-06 原文 →