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  "note": "A bunch of interesting thoughts on how you scale an engineering organization from 1 person to a larger team and how that evolves. I like the pragmatism about tools in here, and the approach. \n\nI’m going to double emphasize a highlight in the middle.\n\n> **This part is really important. Do not skip.**\n> \n> For a while we were executing on epics and successively increasing revenue but our support team were extremely unhappy with their tools and our engineers were ignoring much needed chores. It took us a while to figure out that this was a huge problem. We were only optimizing for dollars. We found that epic impact can be measured in at least 1 of 3 ways:\n> 1. Profit. Some epics will literally turn up on the P&L as increased profit. This is why Ben Horowitz says a good Product Manager owns his/her P&L.\n> 2. Customer happiness. This is self explanatory.\n> 3. Employee happiness. As your startup grows you will find that your employee tooling will degrade and cause incredible frustration with engineers, ops, customer service, all of the above. Some epics should be dedicated to keeping your people happy.\n> \n> That means a piece of your business funnel can be red even if it is making customers super happy because it might be crippling for employees. This is really important.\n\nRead that part above over and over, and over, until it really sinks in because it is extremely important. 👍",
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