The nice thing about it is that you can add whatever you like, however you like. Want components with default owners for tasks? Want milestones? Want stakeholders? Want sign-off reviewers? Want to integrate with existing tools like Linear or Notion or JIRA or even email inboxes or Slack messages? Add entities for Incidents, that automatically make a dedicated Slack channel when you create them?

Want proper 1:1 or 1:manu or many:many links between Tasks and Milestones and Sprints and Incidents and Teams and Components and whatever?

Want single assignees? Or multiple ones?

Want flexible custom reports on all of it?

Or just want a simple flat Todo list, that can evolve later to fit your needs?

Stop having the tools dictate to you how you work and instead set it up how your company actually wants to work. That's Fibery.

(I am not connected to the company, just a very happy user.)

> The maintainers of setuptools get paid by Tidelift to

> implement industry-leading secure software development

> practices and document the practices they follow.

Well, that really doesn't seem so in this case now, does it?

I have fond memories of implementing a Mandelbrot set renderer on a CASIO fx-7000G graphics calculator. 422 bytes of programmable memory! The TI-93 I did it on later was considerably faster and easier to make it fit in. :-)

It now has a thread view so you can replace tools like Slack with it, and entity-grouped notifications, so you can easily catch up on things if you are away for a few days. Plus it does a much better job of proper knowledge management, with references, proper relations, build a domain model of your business, per-entity and linked-entity permission models if you need that, etc. etc.

It provides integrations for existing tools, so migrating to it is much less big bang (sync in your JIRA tickets, Linear, Slack conversations, etc.).

Two-panel nested views on entities make navigating through status on task boards, projects, etc. a joy. You can build automations (create a new Slack channel and invite the assignees to it when I make an Incident, add a 'priority' labels when certain people comment or certain keywords are used", etc.).

Add meeting minutes, automatically convert the follow-up bullet points in those into Tasks for people and assign them, without ever leaving the same single page view.

You can use it a bit like e-mail, and a bit like JIRA, and a bit like Slack. And you can pick and choose those "bit like"s to best fit your needs.

We haven't completely replaced Slack with Fibery, but we've moved most of our more intentional communication into it. We no longer feel we need to "complete Slack" to catch up on the state of the world.

We love Fibery and are very happy customers. ♥ It's great.

Office space

Hardware and software, SaaS licensing, cloud costs, etc.

Hiring costs (recruitment, recruiters, time lost in selection and hiring)

Secondary cost to rest of the business to change processes, retrain, integrate, help the dev team understand requirements, effectively build and iterate, etc.

Quite possibly a bunch of compliance, security, audit, pen testing, and other regulatory costs depending on the demands their clients have, etc.

Running a team != hiring a bunch of freelancers as a one-off.

You don’t make tax contributions for them. They bring their own hardware and usually software unless otherwise agreed.

The rest of the stuff is just a laundry list you made up to try and blow costs way past what they actually could be if you’re prudent. Come on

* A staggered process for the roll-out, so that machines that are updated check-in with some metrics that say "this new version is OK" (aka "canary deployment") and that the update is paused/rolled back if not.

* Basic smoke testing of the files before they're pushed to any customers

* Validation that the file is OK before accepting an update (via a checksum or whatever, matched against the "this update works" automated test checksums)

* Fuzz tests that broken files don't brick the machine

Literally any of the above would have saved millions and millions of dollars today.

Lay-offs happen for all sorts of reasons. It may be very reasonable to have X number of people one year, but changed market conditions, or financing rates, or whatever else mean it no longer does the next year.

People don't have magic crystal balls. But even if they did, it may still make sense to hire people while financing such a thing is cheap, and to lay those same people off when it isn't any more. Make hay while the sun shines, and all that.

You may not like the fact, but getting rid of poor performers makes businesses stronger and better. Rounds of lay-offs undeniably make such decisions easier to make and justify in large companies.

CEOs who do the same (or more) with fewer resources are generally rewarded. As a shareholder in the company you'd want them to do more with less and make you more value, right?

You might as well argue that any CEO who needs to hire more people has failed. That sounds obviously silly, but it's genuinely an almost equivalent argument.

All of this may not be pleasant for those involved and especially those who are losing their jobs, but that's capitalism for you. Big business doesn't tend to optimise for people's feelings - it cares more about the bottom line and being competitive.

In this case there is an obvious and pressing need. The streaming music scene may be a tremendously complex place to operate a business in, with all it's licensing and labels and countless jurisdictions and legal complexities, but both Apple and Google are sitting there ready to eat Spotify's lunch if they can't figure out profitability.