Looking for rockstar developers to join BuzzNumbers sydney, any recommendations?
Nick HaC
Ben Sand
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Geoff Langdale
computer programmers, except where they have night jobs playing rock
music. Thus, it is permitted to characterise Queen's guitarist Brian
May as a 'rock star' astronomer, for example, due to his successful
completion of a PhD in that field. Aside from that, it's just dorky.
Also, perhaps, read guidelines for forums before posting in them.
Geoff.
Marko
last time I checked this group was about startups and fostering the
startup community. If a dude like Nic decides to post a job for a
rockstar, kickass, badass or even a rockass developer, I say, keep
posting brother. He's offering someone an opportunity to work in an
environment that promotes entrepreneurship and busting your ass for a
company that's trying to become another successful startup story out
of Sydney. This is the kind of spam I love reading, it's inspiring to
see that the scene is alive and kicking and it's a piece of
information I will gladly pass onto people I know.
Marko
David Jones
Elias Bizannes
forum has too much volume and postings that are promoting something
amounts to spam.
People have approached me to do a job site on silicon beach, which
I've hesitated as I don't want to hurt other startups in this area. So
maybe a middle ground solution is an RSS feed that pulls all job
postings via a special blog post tag and aggregates them as an RSS
feed available on siliconbeachaustralia.org
Do people like that?
Sent by my iPhone
Matt Moore
Michael Guilfoyle
farm about the bulk of the jobs to outsourcers or get a team in
Romania or Belarus? Save huge amount of money and not have to deal
with all the internal politicking and social rubbish. Keep a clean,
lean, focused team. My experience has been awesome. Better output and
less money.
On Mon, Nov 15, 2010 at 1:11 PM, Matt Moore <innot...@gmail.com> wrote:
> By "rockstar", I assume you mean an unreliable, narcissistic, priapic dipsomaniac. Where do I sign?
>
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Silvia Pfeiffer
works for anything that's technically innovative.
Silvia.
> silicon-bea...@googlegroups.com
Michael Guilfoyle
> works for anything that's technically innovative.
Thats a misconception. There a lot of people doing seriously
innovative projects with outsourcer's. If you've got a tech startup,
its the way to go to keep your costs down on the product and spend on
the marketing.
Silvia Pfeiffer
>> What kind of software are we talking about? I don't think outsourcing
>> works for anything that's technically innovative.
>
> Thats a misconception. There a lot of people doing seriously
> innovative projects with outsourcer's. If you've got a tech startup,
> its the way to go to keep your costs down on the product and spend on
> the marketing.
The problem is that all the ideas and knowledge are outsourced, too.
I've seen startups that have lost all control over their own
technology this way. Others whose ideas were stolen and replicated on
other sites without a means to trace it. And yet others where the
technology developed outsourced was of so poor quality that they had
to spend massive amounts of money fixing it. I'd be really really
careful about the situations in which to recommend outsourcing - in
particular when it's offshoring.
Silvia.
drllau
of build v buy decisions
Source: Foresight Science & Technology
https://docs.google.com/leaf?id=0B5qCqLzm7aPjMGFlMTg2NWQtNjMxNy00ZjdkLTk5NDItZTlmZGY2MjA2NGYx&hl=en
The go-to-firm for technology commercialisation is Foresight S&T,
they've simply got more experience working in the US and their
methodology is to look at the technology-market matrix and break it
down (as above). For closely related technologies and immediate
markets you do in-house R&D and control use of IP through in-licensing
and acquisitions. Markets which may be adjacent would be worthwhile
targeting through partners that have complementary expertise.
Technology moves in strange ways, who could have forseen that a book
distributor would reinvent themselves as IaaS utility benchmark. Hence
it is useful to periodically review and monitor competition.
Given the analytics space that BuzzNumbers is working in, they are
going to have to innovate fast and furious so I don't blame Paul for
trying to get the best talent he can afford (although not sure about
split between small r&D). Just looking at an old survey I found
potential competitors (just overview no serious competitive ecosystems
analysis) of
BeliefNetworks
TalentSpring
Uptake
Lymba Corporation
Stottler Henke Associates
Dcm Research Resources
Intelligent Systems Technology
Mayachitra
Your Truman Show
Semanticator
Nervana
nexTier Networks
SemantiNet
Leaf Bioscience s.r.l.
if something is profitable ... expect every man and their web-agent
scrambling to take a cut of the action. But then I'm reminded of the
old saying ... when in gold rush, sell picks and shovels.
Best of luck.
Lawrence
http://nz.linkedin.com/in/drllau
Michael Guilfoyle
odesk.com etc - stuff you could almost do yourself and be able to track
the quality and time/cost benefit. Then when you have a big project,
break it up into
components and outsource the components. It will test the ability of
your Architect/ project spec manager.
It it will be the way of the future, many start-ups in the US use this
model and some pretty big ones too.
It's not just cost. You get to leverage specific talents in parts of
the world and not get too culturally defined in your thinking.
I think the quality of coders in Eastern Europe far exceeds India or
the Philippines. I am yet to
try China and Vietnam. I did have Chinese coders when I was running a
team here in Australia (foreign students) and they were awesome,
although their english was not so good but we worked around that.
Aymeric Gaurat-Apelli
Warren Seen
On 15/11/2010, at 5:35 PM, Michael Guilfoyle wrote:
> It it will be the way of the future, many start-ups in the US use this
> model and some pretty big ones too.
Citation needed. :D
Michael Guilfoyle
:-) entreprenaurs haunt. We're allowed to make wild statements.
sent from phone
On 15/11/2010 6:58 PM, "Warren Seen" <warre...@gmail.com> wrote:
On 15/11/2010, at 5:35 PM, Michael Guilfoyle wrote:
> It it will be the way of the future, many st...
Citation needed. :D
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Warren Seen
Michael Guilfoyle
But go and check the projects on Odesk, Scriptlance and the like. You
can analyse the data for yourself. Then hang out at various
entrepreneurial forums and blogs and you'll more of this activity. I
dont believe there are any studies per se - would love to see one.
Warren, people like yourself are more valuable as high level
architects working on the important aspects of the project requiring
the tough analysis and decisions and a clear spec and then farm out
the bulk of the factory coding to outsourcers.
Jeromy Evans
> On 15/11/2010, at 5:35 PM, Michael Guilfoyle wrote:
>
> > It it will be the way of the future, many st...
>
> Citation needed. :D
>
on this concep. Hopefully Pollenizer or one of their clients will pick
this up and comment on how they set up their teams and lessons
learned.
Phil Morle
This is a very interesting discussion. Thanks. I definitely have some
reflections from our experience at Pollenizer. We formed Pollenizer
India 2 years ago with 2 guys. We now have 60 engineers working out of
that office... in fact, I am sitting there right now.
I believe there are two important dimensions for a startup: speed of
learning and cost.
Speed of learning. The faster an engineering team can iterate upon
measured customer impact of their work on the product, the more likely
the product will succeed. This means that the team needs to understand
what they are building and there needs to be systems in place to take
action as the work develops. If your choice of team (local or
offshore) depends upon a big spec, you are less likely to succeed. We
have needed to:
- Implement common tools for fast distributed communication. Our
weapons of choice: Jira, Confluence, Yammer and Skype.
- Implement processes for rapid communication. We have daily text
huddles in Skype, weekly detailed sprint planning calls, weekly
sprints, continuous integration to staging servers with every commit,
unit testing, feature flipping (http://code.flickr.com/blog/2009/12/02/
flipping-out/)
- Spend face time. We go every 2 months to India but you may only need
to go once. It makes a HUGE difference to get to know the people. You
can work faster and with more honesty.
- Start every projects with a big session to describe what we are
trying to build - what the goal is as well as some of our initial
ideas for execution...
Cost. Developing with an offshore provides a required economy for a
startup. You can put on bigger teams to get things done faster. You
can flex the team up and down to be responsive to the inevitably
volatile world of your business. There are some things to be careful
of though. I'll say this, if someone is half the price and the work
takes twice as long, that person is not cheaper.
Hiring an offshore team to anything material is a big commitment. The
worst mistake I have seen people make is:
- Look on the web or oDesk or Freelancer for a team
- Hire them based on price
- Send them a spec
- Wait for the deliverable
- And wait
- And wait
I've seen it happen a lot.
You can outsource the engineering effort but you can't outsource the
accountability for getting it done. Spend time on it daily... hourly,
like the team is in the same room as you. Treat them as mates because
its easy to think someone remote is an idiot and its probably because
you don't understand each other's context.
Its not been all smooth sailing for us, we have had to work bloody
hard... but I know that we could not have delivered any of our
products without our shared commitment with Pollenizer India.
I hope this helps
Cheers
Phil
On Nov 15, 2:42 pm, Jeromy Evans <jeromy.ev...@blueskyminds.com.au>
wrote:
Damien
As a developer here are my two cents:
http://blog.hirelite.com/what-developers-think-when-you-say-rock-star
Isaak
Great little writeup - appreciate it!
WHen is the right time to send them a spec, or do you give them bite
size pieces? Which pieces do you give them first?
Love to hear more!
Cheers, Isaak
Nick Holmes a Court (BuzzNumbers)
Key take aways for finding developers for your company (without paying recruiters)
Submit job adverts to Free Services
- http://whirlpool.net.au/jobs/
- http://sydney.gumtree.com.au/
- http://www.taw.com.au
Submit job adverts to Paid Services
- http://jobserve.com.au/ ($150)
- http://careers.stackoverflow.com/ ($150)
- http://www.seek.com.au ($325)
Speak with developers you already know, i have had some good recommendations from developers i have worked with in the past
And shout outs to all you haters out there bitching about the word rockstar.
As it turns out, using language like this can help you stand out in a crowded marketplace of hundreds of banking job ad's. Language like this is divisive i agree in the startup community, but when there are more jobs adverts than good developers, IMO its worth upsetting a few people who have an opinion about it and who probably arn't for hire anyways. And as a developer myself for more than 10 years (i still code everyday) i would always take a look at a role like this.
Cheers
Nick
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Nick Holmes a Court (BuzzNumbers)
Part of the interest for large companies to acquire startups is for their people, ie a "talent acquisition".
Whilst this clearly is only one aspect of why companies buy other companies, spending the time and effort to build a strong "A player" internal team can build additional value and desirability for your company for potential acquirers.
Elias Bizannes
<ni...@buzznumbershq.com> wrote:
> Part of the interest for large companies to acquire startups is for their
> people, ie a "talent acquisition".
I agree. I've been convincing myself more and more these last few
weeks, that the only reason a company will buy a startup now is due to
talent. Factor $1.5m per dev[1], assuming you've got an A-class team
with unique skills (ie, like how it used to be with Rails developers,
is is now with Objective C).
[1] http://blognewcomb.squarespace.com/essays/2010/10/14/cult-creation.html
Elias Bizannes
http://eliasbizannes.com