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I got a take-home assignment last year from a company I was genuinely excited about. "Should take about four hours," the recruiter said. Build an ingestion pipeline, model the data, write tests, document your design decisions, and prepare a 15-minute presentation walkthrough for the panel. Four hours. I laughed, closed my laptop, and started on it the next morning like it was a sprint. Sixteen hours later I had something I was proud of. Clean pipeline, solid tests, real documentation. I submitted it on a Sunday night. Monday I got a form rejection. No notes. No feedback. Not even which stage I failed. Just "we've decided to move forward with other candidates" and a link to their Glassdoor page. That was the moment I stopped pretending take-homes are assessments. They're consulting gigs. Unpaid ones. The Scope Creep Nobody Talks About Five years ago, a data engineering take-home was a focused exercise. Model this dataset into a star schema. Write a few SQL transforms. Maybe a short README. Two to four hours, tops. Bounded, reasonable, and actually useful for evaluating how someone thinks about data. That version is dead. Today, 68% of companies use take-home tests, up 12% year over year. And the scope has quietly ballooned into something unrecognizable. Full pipeline implementations. Test suites with coverage thresholds. Documentation that reads like a design doc. A presentation follow-up where you defend your architecture to a panel. We're talking 10 to 20 hours of work, routinely, for a role you haven't been offered. Industry best practice caps take-homes at 90 minutes of expected effort. The reality? Candidates consistently take 2x longer than company estimates to reach submission quality. That "four-hour" assignment is an eight-hour assignment. That "weekend project" is a week of evenings. And 25% of companies are still handing these out like they're reasonable asks. Here's the part that makes my eye twitch: 71% of engineering leaders openly say take-homes no lon

Tesla is pushing back on claims that its Full Self-Driving (FSD) system caused a fatal Texas crash, where a speeding Model 3 barreled into a home, killing a 76-year-old woman inside. In a reply on X, Tesla AI head Ashok Elluswamy says the driver "manually overrode self-driving by pressing the accelerator all the way to […]

Although it's on the smaller side, this electric vehicle is not very chill.

"The FCC wants to control who is allowed on the show," ABC ad tells viewers.

The next season of Formula E will feature a new race format and three new race locations when it starts in December to go with the new Gen4 electric cars. The schedule released today by the FIA includes the Circuit of the Americas in Austin, the Brands Hatch circuit in Kent, and the Zandvoort circuit […]

Explore how my day as a senior leader looks now that I use 40 automations to help, and learn more about some of my favorites. The post I automated my job (and it made me a better leader) appeared first on The GitHub Blog .

What Are the 36 Stratagems? If you've heard of The Art of War, think of the Thirty-Six...

Tesla touts Autopilot as lifesaving a day after grandmother died in crash.

I'm 19. In four months I built 128 projects with AI — 61 GitHub repos, 15 MCP servers, a 7-department agent OS, the works. I shipped 5 . Total stars: 6 . Revenue: $0 . That gap bothered me enough that I did the obvious-but-uncomfortable thing: I had an AI audit everything — every repo, every project folder, 4,239 build sessions, 244 memory notes — and pin it all like specimens in a cabinet. No flattery. Here's what the autopsy found. → The full interactive atlas: https://builder-archive.vercel.app/en The number that explains everything 128 built. 5 shipped. It's tempting to read that as a discipline problem. It isn't. The build velocity is real — I once shipped ~20 vertical SaaS in a single weekend on a shared Next.js + Drizzle + Stripe stack. The code works. The UIs are clean. The problem is the last mile . README writing, deployment, the final 10% that turns a repo into a thing a stranger can use — that's where almost everything died. Not ability. Execution. The AI put it in one line: "Can build anything. Finishes nothing." Strength and weakness are the same coin Here's the part I didn't want to see: the thing that makes me fast is the thing that kills me. Because I can build deep, I lose the stopping point. Because building is cheap, I start the next thing before finishing the last. The audit scored two skill axes: Build (design → implementation → automation): advanced Distribution (publish → ship → monetize): beginner Every problem I have lives in that asymmetry. It's not a motivation gap — total commits across repos: ~4,800. The effort is enormous. It just never crosses the finish line into something public. The hardest thing I made is the one I hid The audit flagged a buried asset: a GCC/ZATCA e-invoicing toolkit — Saudi Fatoora Phase 2, EN16931 + Peppol validation, secp256k1 signing, Go compiled to WASM. The single hardest, most verifiable piece of work I've done. It's been sitting in a private repo. That's the disease in one example: the more valuable the th

Everyone says our job got easier. The people doing it are quietly falling apart. Here's the part nobody at the dinner table wants to hear: AI didn't make software engineering easy. It made it relentless. Your uncle thinks you press a button now. Your PM thinks the estimate should be half what it used to be. LinkedIn thinks you're either an "AI-native 10x engineer" or a dinosaur waiting for the meteor. And somewhere in the middle of all that noise is you, doing two jobs at once and wondering when you stopped recognizing the one you signed up for. If that landed, keep reading. This one's for you. 💡 The Lie Everyone Has Agreed To Believe The story the world has settled on is simple: AI writes the code now, so the hard part is over. It's a comforting story. It's also wrong in a way that's hard to explain to anyone who hasn't sat in the chair. Yes, the blank-file problem is mostly solved. Boilerplate, scaffolding, the first rough pass at a function, all of that is faster than it's ever been. The problem is "writing the lines" was never the expensive part of this job. The expensive part was always judgment. Knowing what to build, knowing why it breaks, knowing which of the model's three confident suggestions is the one that quietly corrupts your data at 2 AM is where the engineer earns their salt. AI didn't remove that work. It buried it under a pile of plausible-looking output you now have to review, verify, and own. So the meter didn't slow down. It moved. You spend less time typing and far more time deciding, validating, and cleaning up. To everyone watching from outside, that looks like less work. From inside, it's a heavier cognitive load on a shorter clock. Sound familiar? The Treadmill Nobody Put On the Job Description The cost no one talks about is the half-life of what you know is collapsing. Five years ago you could learn a framework and ride it for a few years. Now a tool you mastered in January has three competitors and a new paradigm by June. New model, new c

The cuts and redundancies are part of a plan to "simplify the company," the CEO says.

The high-altitude race is a unique test of car and driver.

Let's be fair. The title of this post is confusing at first, but once you read it in full, I hope you...

If you're learning Data Analytics and looking to build a strong portfolio, working on real-world...

Por muito tempo eu acreditei que programação e desenvolvimento de software como sinônimos. Na...

TL;DR For a long time, I told myself I would start documenting my journey later. I thought I needed...

Let me confess something a little creepy. I have a habit of peeking at other people's dev posts. Not stealing the writing — relax. I run a tiny read-only job that fetches the public pages on dev.to, Zenn, and Qiita and counts only the boring parts: titles, post times, like counts. Who published what, at what hour, and how far it traveled. Then it tallies the lot. The reason is petty: my own posts weren't landing. The content is already in my hands — so I wanted to know how much the rest, the when and how you publish , actually moves the needle. By the numbers, not by gut. So I counted across three platforms. And the conditions that make a post fly turned out to be roughly mirror images between Japan (Zenn / Qiita) and the English-speaking world (dev.to). Here's the story. First, my most important disclaimer This post is full of numbers, so let me put up a guardrail before any of them. This is correlation, not causation . A result like "weekend posts don't do well" could mean the weekend itself is bad — or it could mean people who post on weekends are just dashing something off on the side. The data can't separate those. Please read it that way. Also, I only keep aggregate numbers I computed myself . I don't store or reuse anyone's article body (read-only GET, count the features, throw the page away). I peek, but only at the overall shape . Nobody gets singled out here. With that out of the way — four findings I enjoyed. 1. The best hour to publish is just your readers' time zone This one came out cleanest. On Qiita , posts published in the morning win (+32pt in the GOOD group). Midday is +14pt. Evening is -32pt, late night -14pt. Zenn likes midday too (+27pt). Late night is -15pt. dev.to is the exact opposite. Late night Japan time scores +7pt — Japanese evening is actually weak. The trick is obvious once you see it. dev.to's readers are English-speaking, mostly US. Late night in Japan is the US working day. Zenn and Qiita readers are in Japan, so the Japanese morni

May 29 I wrote my first AI trainwreck story. June 18 I finished #15. People keep asking if this was...

I know it sounds strange, but I am in my first year in CS Major, and I don't like posting things on social media, but I found lately that companies are more likely to hire people who are active on social media like X (Twitter). For me, I genuinely post my projects on LinkedIn, but not sharing things like today I learned something new etc... What's your opinion about that? Or How can I manage that?

Gustavo Manso (Haas School of Business, UC Berkeley) e Nassim Taleb affrontano entrambi il problema centrale dell'innovazione, ma da angolazioni complementari: Manso con la precisione del contratto ottimale, Taleb con la filosofia dell'antifragilità . Entrambi convergono su un'idea contro-intuitiva: per generare innovazione dirompente, bisogna proteggere il fallimento. Manso: Il contratto come strumento di tolleranza Il lavoro di Manso si concentra sui meccanismi di incentivazione che rendono l'innovazione possibile all'interno delle organizzazioni. La sua ricerca fondamentale (2011) modella esplicitamente il trade-off tra exploration (esplorazione di azioni nuove e non testate) e exploitation (sfruttamento di azioni note). Manso dimostra che i contratti ottimali per motivare l'innovazione richiedono una combinazione specifica: tolleranza per i fallimenti nel breve termine e ricompensa per il successo nel lungo termine . Questo è l'esatto opposto del classico "pay-for-performance" (paga in base alle prestazioni), che funziona bene per compiti routine ma soffoca l'innovazione. Come ha osservato Bengt Holmström (1989), citato da Manso, le attività innovative "richiedono una tolleranza eccezionale per il fallimento" perché il processo è imprevedibile e idiosincratico. Uno studio empirico fondamentale — che applica direttamente la teoria di Manso al venture capital — ha mostrato che i VC più tolleranti verso il fallimento generano startup significativamente più innovative. Un aumento dell'1% nella tolleranza al fallimento del VC porta a un aumento dello 0,5% nelle citazioni per brevetto. L'effetto è amplificato nelle recessioni e per le startup in fase iniziale. Manso ha anche esteso questa logica al finanziamento della ricerca scientifica, mostrando come la struttura dei fondi influenzi gli studi dirompenti. La sua analisi suggerisce che le leggi del lavoro che proteggono i dipendenti dal licenziamento arbitrario — attraverso quello che gli studiosi chiamano "effetto a