It took me way longer than is reasonable to realize that a cog in this context is a type of ship. It does not contain gears of any size, giant or small.
They have the same etymological root, from a Proto-Germanic word for a lump, which is the tooth (cog) on a cogwheel, or the round bulky lump of a cog ship.
It was like that with WeTransfer too. Fine company that had been profitable for years, but with little hope of getting ever 10x bigger again. I used to work there and had already left by the time of the acquisition, but all the old colleagues I've spoken to said the same.
The main business was throwing off gobs of money and there were SO MANY failed projects to try and find new revenue streams. Everyone who was not being pushed by the PE owners could see that they would never account to even 1% of the revenues of the main product. It was only a matter of time before someone came in, said "the main business is fine as is" and fired the people who were involved in the moonshots then sat back and raked in the cash. Sure, it will probably not last forever. But if it brings in millions per year for 15-20 years until the company dies, then that is probably an outcome Bending Spoons is fine with.
For a hosting space like Vimeo, I'd be surprised if this gave them 5 years. And remember, they acquired Vimeo for over a billion dollars.
This isn't like some B2C 5-10 dollar a month service. Video hosting is notoriously expensive and paying clients will quickly see other alternatives if they see smoke. These are already people with specialized needs that the main market leader (Youtube) cannot fulfill. They are "active", so to speak.
> These are already people with specialized needs that the main market leader (Youtube) cannot fulfill.
Isn't this just a bigger reason why these people won't leave? Assuming the acquirer isn't dumb enough to remove the core benefit that comes from their highest paying customers, they will keep providing those, and those customers won't churn. And I think this is a safe assumption, considering it's the primary goal and focus of the people at the acquirer.
My TLDR response here would be this: Vimeo isn't Evernote and people are paying a lot more to expect more. The nature of this means that smaller bits of "product rot" will push them away faster than what a consumer would tolerate. These are already people who needed to deliberately avoid Youtube, so they aren't afraid to migrate again if needed.
There's also a lot more competition with Vimeo than there is with YouTube. So options exist to find.
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But I'll break down my thoughts further. I'm familiar with the scene (a lot of artists use Vimeo for their portfolios, as well as working with clients on NDA content), but not intimate. So I'd love someone for me to call me out here. But:
There's 2 lenses here. Your lens implies Vimeo is the best service in this niche space, that reducing down the staff count to a skeleton crew will keep it as the most competitive option, and that as long as this isn't disrupted that it'll be business as usual. And we'll be charitable and assume this doesn't enshittify. Those are all valid points. I'm much less charitable, but I can still work in this lens for the sake of argument.
The lens I'm looking in is more at the type of person using Vimeo, not the type of business Vimeo runs. Compare this to Evernote. It's a lot closer to Twitter or Facebook, where remaining users will use it simply because "it's familiar" more than for any competitive edge. It has everything you need, and even if costs rise, we're still talking about one lunch outing per month. It's a "sticky" product benefiting from previous goodwill and marketing.
The people on Vimeo aren't "sticky". They are closer to the type of person who leaves Windows for Linux because Microsoft keeps pissing then off. In fact it's more like they are Linux users who jump around from distro to distro because they already forsook the market leader. They are "actively" on the move and aware of the tools they use. Given that Vimeo is a highly premium service when you use Enterprise, you need to be active. You don't want to be on a sinking ship and have your work crash with it.
So I see two roads here. Some users will stay "stuck" because maybe nothing else does compared to Vimeo. Or because some larger pipeline relies on Vimeo and it's beyond their control. Then some users will be either leaving to another service, or actively keeping an eye out for competitors in the near future. That's what I see as "different" here.
Now, taking my charitable lens off: I do think there will be a lot of small issues pushing people off, and then a few huge ones. Small things like site performance degrading as they scale back server, and worse support as they slash labor. Then the larger things will truly push people, like a price hike, change in monetization models, or failing to honor any deals made pre-bending spoons. Or even a huge data leak. Those things, big and little, break the foundation of a trusted business.
Since Vimeo owns the customer billing relationship in a lot of their whitelabel B2B business, migration would be a pain, especially when compounded by a massive amount of data needing to be re-ingested. I think those customers will tolerate a reasonable amount of rot before starting to move and that the timescales would be long.
>But I don't really see what overall lessons there are here.
So many chains to keep up with. There wasn't really a lesson here. Just "Vimeo is not Evernote"?
My wider lesson unrelated to this chain is that US at will employnent sucks and we need to overhaul it. You don't create a trusting career by treating employees like toys to discard.
The US has enriched a vastly larger number of software engineers through at will employment that Europe has through making it very hard to fire people who aren't adding value.
1. I don't know how that's relevant to my argument at all. This is just "you criticize society, yet you participate in it" dismissal.
2. This is like saying "Asia has better rice because it employs more rice makers than the US". Besides being dubious in truth, that also isn't a good measurement for "enrichment" nor "quality". It's just saying that there's more money being put into the industry in this country than another counry's industry.
3. Even if I took this as truth, this didnt happen overnight. I worry about how Gen Z will be "enriched" in this model, and saying "but millenials/Gen X had great careers" is condescending to Gen Z at best. The rules changed over their careers, and we're still using the old rules to talk about how good we have it. Or had it. Gen Z doesn't know what those rules are anymore, so there's nothing to fall in love with.
That's fine, but different people have different risk tolerances and preferences. There's many people who would never want to emigrate to the USA, and many Americans who emigrate abroad. There's no one country that fits all personalities.
And honestly this is probably fine. If the main business can't grow and there have been a few years of attempts to produce complementary businesses with no success, that's a good sign that the business should be moved into a "return money to owners" model.
Sadly, "return money to owners" ends more like the owner selling off the company and leaving all the workers under them in freefall. And people wonder why loyalty is dead.
The owner got a big pay package from the sale on top of usually being one of the more highly compensated employees at such companies. What do you mean by "the owner didn't get paid"?
>No one wonders why loyalty is dead.
I see you missed the recent narrative of "Gen Z is lazy" and "most managers avoid hiring Gen Z" out there. I assure you many managers are baffled, bit blame the (relative) children instead of seeing how work culture has shifted since they were that age
Yes, the owners were paid by the sale. The argument by other people was that the sale shouldn't happen, or vice versa that the sale should happen only to people who were committed to continuing to spend the company's money on supporting employees who are stipulated to not be adding much value (and, thus, are not willing to pay much for the company).
Guys, I totally get it. Nobody likes to be laid off. I was laid off a month ago. But the money that is being soaked up by employee who are, again, stipulated to be not doing anything productive goes somewhere else. This may be a tragedy for an individual person, but it's good for society overall.
the owners didn't have shares in their company? they weren't paid for their labor? They only get money when they sell off and are working for free out of a labor of love until then?
>The argument by other people was that the sale shouldn't happen...
I guess it wasn't in this chain, but my argument was focused on the human element. I don't care if the owners got a trillion dollars and never shared. I don't think it's right to be able to lie to your employees only to let them go with no notice a few months later.
You're never going to convince me that "it's good for society" to prop up livliehoods on convinient lies and instability. That's how suddenly everyone starts talking less about Star Trek and more about Luigi.
The founders are probably not the owners of a large majority of the business. Most of the owners are not drawing any salary.
Look, lying is bad sure. It would be better if they had been honest in November. But nobody here is actually arguing that the layoffs are fine, they're only mad about the comms.
If they are founders and they chose to leave, that's their freedom to do so. Just like any employee you don't get a salary for leaving just because you used to work there.
if you're an owner who bought in, you already got your money. You got a steady profit from sitting there and operating a business at best. At worst you made a bad business decision. You're not owed profit.
So yes, they are both paid, or gambled and had a bad opportunity cost. That's life. I don't see it as justification for them to "deserve" their sale, even if it's legally their call.
>But nobody here is actually arguing that the layoffs are fine, they're only mad about the comms.
Many people in this discussion are in fact arguing that the layoffs are fine. to paraphrase a few
> "It's obvious if you know who Bending Spoons is"
> "That's at-will employment, it's fair"
> "they have to run a business"
> "most of the owners are not drawing any salary"
So yes, even if it's against their best interests there are still so many beholden to defend billionaires. And that is why I asset seemingly obvious points. What's your argument here again?
No, they just come in and offer a lot of money to the current owners. Bending spoons are ruthless businesspeople but AFAIK they do offer a reasonable price for the businesses they acquire.
(I used to work for WeTransfer and some time after I left it got acquired at about the price it was once considering IPO-ing at. This was apparently such a good offer that it took very little deliberation to agree to the deal.)
but where does the money come from? it seems like a good way to avoid regulatory scrutiny if your acquisition goal is to simply exit a competitor from the market.
The money comes from investors. Private Equity basically works by taking money from investors to buy companies and turn a profit with them, paying back the investors when they do so (it's a very illiquid and risky investment, so the advertised returns tend to be higher, but it does seem like a lot of firms are struggling to actually make it work).
Aye - it’s a simple business model, which seemed to work well in an era of low interest rates. However some of these tech buyouts seem quite myopic, making it almost appear like the goal was to shutdown the company.
You really seem to want to believe Bending Spoons buys companies just to shut them down, for reasons that are not entirely clear unless you believe that they're owned by a secret conspiracy made out of note-taking, file transfer and video hosting companies that is willing to engage in a multi decade plot to very slowly buy out competitors. They then shut down the acquired businesses for no clear benefit, even though they're still profitable and new competitors could easily start up. So this conspiracy (if it exists) would be very slow and not very effective in keeping down competitors, especially compared to all the other things the conspiring companies could be doing.
Each individual company Bending Spoons acquires has a limited lifespan, so if you only look at a single deal it can indeed look myopic. But the whole point of their business model is that they use the cash flow thrown off by the acquired businesses (which are much more profitable for a short while due to firing 75% of personnel) to fund the next acquisitions. This can keep going on indefinitely, or at least until there are no more businesses to acquire.
What's the problem exactly? In the Netherlands we sometimes take the time to make nice things just because it looks nice and/or because we like to commemorate our shared history.
Are you in a completely different world than me? Because even the CEO of Boeing is not an engineer. Larry Ellison The CEO of the biggest bank in my country holds a masters degree in business economics, but nothing related to finance, econometrics or risk management. The CEO of US steel is an accountant. Don't even get me started on the (non)education of some politicians.
Understanding the product is often important, but equally often it is something you can delegate to others. It's only the younglings that think intimate knowledge of the product is the hallmark of a great leader, because that is the only thing they themselves bring to the table.
I agree fully with your comment, but I wish to point out that Larry Ellison's was a programmer at the time that the company that became Oracle was founded by him and his co-founders.
I get the point of his comment but it’s just nonsense… plenty of good CEOs aren’t SMEs in the field and plenty of bad ones are. the CEO of Boeing is absolutely an engineer - and so was the CEO during most of the years people consider the worst in Boeing’s quality history with the 737 Max (Muilenburg).
> Are you in a completely different world than me? Because even the CEO of Boeing is not an engineer. Larry Ellison The CEO of the biggest bank in my country holds a masters degree in business economics, but nothing related to finance, econometrics or risk management. The CEO of US steel is an accountant.
Specifically the CEO is more like the figurehead of the company; this role is to present and "sell the value" of the company to investors, important customers and partners. So often it is not too worrysome if the CEO has a different background; sometimes this can even make sense.
What should worry one much more is if the leadership layers below come from a very different background than what the company's industry is.
TBH it sounds like it would be extremely against the whole "simplicity, even at high costs" philosophy the Golang people strive for. Deploying new handlers into a running web service seems much more like something the Erlang people would be interested in.
(and lo, the BEAM does indeed allow hot code reloads. I don't think this is commonly used in BEAM-based Erlang/Elixir web services though. Certainly the Gleam people don't seem to like hot reloads very much...)
MCP isn't a 96-page contract that covers every eventuality. It's a gentleman's agreement sealed with a firm handshake. And trying to write that 96-page contract now would be incredibly unwise.
But this person was laid off. His help was (apparently) not appreciated, and he's not helping anyone by sitting alone in his car on the parking lot.
Do you think it is healthy behavior to go to a parking lot at 0900 every day and do nothing because you mentally cannot face the idea of not going to an office?
That's just your take. We don't know where he sat in the team, so we can assume the idea that he wasn't appreciated by his teammates as incorrect. He didn't make the cut based on unknown metrics from upper management, but they have their own reasons for doing things.
Getting in to the parking lot of the old office sounds way healthier than not making it out of bed at all.
What a weird dichotomy. It's not between "sitting in your old employers' parking lot" and "lying in bed all day", it's between "sitting in your old employers' parking lot" and "learning new skills", "finding a new job", "discovering new hobbies", "spending more time with your loved ones" or almost anything else.
Instead he chose to sit alone in a parking lot so he could feel "normal". Feeling compelled to do a specific action (excluding things like breathing) just to feel normal has a name, and that name is "addiction". It is not usually considered a good thing.
He didn't just drive there and sit in the car for a week or so either, which could be a shock reaction or wanting to keep the routine going whilst looking for the next thing to do... He was doing this for 6-8 months. It reveals a lot about a "rational" crowd.
They could go anywhere though - why not go to a coffee shop at 9 with a laptop or on a morning hike? I agree sitting in bed depressed would be bad but it seems like avoiding the issue to specifically sit in the parking lot of an old employer.
At minimum I think it would be healthier to tie part of your identify to an aspect of your career you enjoy rather than a specific employer itself.
You've cherry-picked a situation where there is an obvious social norm being broken. A better example would be going to the park and sitting on the bench you used to sit on with your ex. I agree with GP that this is healthier than lying despondent in bed.
Coping mechanisms are complex and diverse. The individual in question lost a major source of meaning-making in their life and was struggling to cope with that loss. I don't believe this is any less healthy than other common responses, which range from societal withdrawal to substance abuse.
SQlite as a database for web services had a little bit of a boom due to:
1. People gaining newfound appreciation of having the database on the same machine as the web server itself. The latency gains can be substantial and obviously there are some small cost savings too as you don't need a separate database server anymore. This does obviously limit you to a single web server, but single machines can have tons of cores and serve tens of thousands of requests per second, so that is not as limiting as you'd think.
2. Tools like litestream will continuously back up all writes to object storage, so that one web server having a hardware failure is not a problem as long as your SLA allow downtimes of a few minutes every few years. (and let's be real, most small companies for which this would be a good architecture don't have any SLA at all)
3. SQLite has concurrent writes now, so it's gotten much more performant in situations with multiple users at the same time.
So for specific use cases it can be a nice setup because you don't feel the downsides (yet) but you do get better latency and simpler architecture. That said, there's a reason the standard became the standard, so unless you have a very specific reason to choose this I'd recommend the "normal" multitier architectures in like 99% of cases.
Just to clarify: Unless I've missed something, this is only with WAL mode and concurrent reads at the same time as writes, I don't think it can handle multiple concurrent writes at the same time?
As I understand it, there can be concurrent writes as long as they don't touch the same data (the same file system pages, to be exact). Also, the actual COMMIT part is still serialized and you need to begin your transactions with BEGIN CONCURRENT. If two transactions do conflict, the later one will be forced to ROLLBACK although you can still try again. It is up to the application to do this.
Also just a note: BEGIN CONCURRENT is not in mainline SQLite releases. You need to build your own from a branch. Not a huge deal but just something to note.
I’m a fan of SQLite but just want to point out there’s no reason you can’t have Postgres or some other rdbms on the same machine as the webserver too. It’s just another program running in the background bound to a port similar to the web server itself.
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