Matt Cook

Founders/CEOs/COOs/CTOs: if you're seeing downtime, defects, and delays… and have been hearing that "we're fixing this internally" but haven't seen much progress… Bad news: You might NEVER see progress. You're in the "quality trap." Here's what's REALLY happening (and what to do about it): 1 - Your testing team is overloaded Maybe you have existing testers; maybe engineers are doing their own testing. No matter what: They are behind. And playing "catch up" in testing is insanely difficult. Almost impossible, unless you radically scale the team. (And even then, it's almost impossible to make fast progress. a.k.a. diminishing returns) 2 - Your engineering leadership doesn't want to allocate more budget to testing. They probably feel like investing in QA and testing is directly competitive to hiring more engineers and build more product. They feel like they're currently understaffed to meet the roadmap goals. AND they feel like bringing you additional budget requests for new testing ideas could be a big risk. What if you say, "Why should you get MORE budget if you're not effectively shipping good software with your existing budget?" When you're in the quality trap… the stress prevents you from making bold, necessary moves. – SO WHAT? YOU, Founder/CEO/COO/CTO, have to bring them new ideas; don't expect them to bring YOU new ideas. My biased recommendation is to look into AI-powered QA services, that can plug in and take a lot of the testing load off your team. If YOU suggest they look into this, and tell finance we need to budget for this, it will happen, and you'll escape the quality trap. If not, expect more of what you've been getting.

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"How we went from zero to $500k ARR" is a three-part answer, and here it is. I was asked by a friend of mine, Yoon Cannon, "What advice would I give to a company just starting out if they were looking to go from zero to $500k ARR in twelve months?" As I was writing out my response, I thought, "This would make a great post for LinkedIn." So, here you go! -Enjoy. 1. Under 1M ARR, do not focus on scaling; it's too early for that. Instead, focus on the efficiency of your current systems and prioritize them. If you do not have them, create exceptional SOP's, roadmaps, and training materials today and put someone in charge (not you) who will design them and whose passion is to make sure everyone on the team is abiding by them. If you find the right person, they'll also enforce the rules and hold your team accountable when they are not. 2. Find your niche and drill down by speaking to potential and current customers daily. At $500k in ARR, you're still figuring things out. The closest way to figuring things out is by speaking to people—a lot of them. Speak to your current customers, get in the habit of asking: "What were you hoping for when you signed up for our service?" "What problem were you looking to solve in your business prior to joining us?", and "What words would you use to describe our product if you were to introduce us to a friend at a party now that you have seen what we can do...for them and you?" - These questions never get old, no matter if you're over $500k ARR or not. For potential customers, you should be speaking to them constantly, too. Doing three demo's a day (if you are a SaaS) and incorporating into your demos a mix of product discovery questions, recording them, and listening back to them later. With your team on a regular basis. Ask questions like: "In your industry, have you heard of anyone using a solution like this prior to today?" "If so, what has and hasn't worked for them when it comes to a solution like this?" "If our solution were yours, what would you change about it and why?" 3. Focus on effective sales, forget marketing (for now): Have a stellar sales team in place that will fight to get your product in front of as many eyeballs as possible. $500K, ARR is not about marketing; it's about sales, and a lot of them. Your best sales reps should be selling your product like a marketer would. The only difference is that a marketer will not pick up the phone and cold call potential customers, but a stellar sales rep will. Fill your team with enthusiastic, eager, hungry, out-of-the-box, and honest sales reps who can think like marketers (proactively open up new markets your product would be best for), but act like sales reps who will call those markets, open up conversations, and close those people. This will get you further than my first two points above. Especially if you're just starting out, going from zero to $500k ARR. I hope this feedback helps.  Siloh at ClicksDaily.io #business

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When you are looking for software developers to build a website or mobile application, you are often left with one of two options: Option 1: Hire someone overseas at a fraction of the cost, but deal with time, language, and efficiency barriers. Option 2: Hire someone based in the U.S., but end up overpaying, sometimes up to $150 per hour. Neither option is feasible for any SMB, which is why I partnered with my co-founder, Qasim Masud, to start Zing. I am based in Austin, Texas, and Qasim has a team of developers in his Lahore, Pakistan office that work U.S. hours. About a year ago, I brought in another partner, Ephraim Gittler, who lives in New York and works directly with our clients. Now, you can hire cost-effective developers who are also efficient. Here are some testimonials from our clients: “Dan (Zing) is the go-to team I'm recommending! It was a term in our sales agreement that if we didn’t have the app working, they weren’t going to give us millions of dollars. It was critical that we found someone reliable.” - Noah Kagan, CEO of AppSumo “It works really well for us to have a smaller in-house team that works as part of a much larger organization. And the nicest thing is we can scale up and down with Zing, which is phenomenal. It means we don’t have to say no to projects anymore.” - Daniel Black, CEO of Glass-Media “What I loved about working with Zing is that these guys really communicate with their customers. I just feel so grateful. Whether it's technical work or websites, these guys can do it all. I highly recommend them!” - Julia Albert, Founder of JM Packaging These are just some of the client testimonials that we have. If you are looking for help with your website, mobile application, software, or more, feel free to book a free call today or message me. I would love to see how we can help!

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Letting go of a failing project is often the smartest decision a leader can make. What drives tech leaders to continue with ventures that are clearly unsalvageable? You're at a casino, and you've already lost more money than you'd care to admit. But instead of walking away, you keep playing, convinced that your luck will turn around. This is the sunk cost fallacy—throwing good money (or time, or resources) after bad, just because you’ve already invested so much. Let’s look into why so many tech leaders fall for this trap and how you can avoid becoming a victim. 𝗠𝗶𝘀𝗰𝗼𝗻𝗰𝗲𝗽𝘁𝗶𝗼𝗻 𝟭: 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗔𝘁𝘁𝗮𝗰𝗵𝗺𝗲𝗻𝘁 Leaders and team members often develop a strong emotional attachment to projects they have invested significant time and effort in, making it difficult to let go. Imagine building a house of cards. You've spent hours constructing it, and even though you see it's wobbling, you keep adding more cards, hoping it won't collapse. Spoiler: it does. 𝙎𝙤𝙡𝙪𝙩𝙞𝙤𝙣: 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗕𝗶𝗮𝘀𝗲𝘀: Understand that emotions can cloud judgment. Focus on the overall benefit to the organization rather than personal investment in the project. 𝗦𝗲𝘁 𝗖𝗹𝗲𝗮𝗿 𝗖𝗿𝗶𝘁𝗲𝗿𝗶𝗮: Establish clear criteria for project continuation early on. Use these benchmarks to objectively assess progress. 𝗦𝗲𝗲𝗸 𝗘𝘅𝘁𝗲𝗿𝗻𝗮𝗹 𝗢𝗽𝗶𝗻𝗶𝗼𝗻𝘀: Bring in an unbiased third party to evaluate the project's viability. 𝗠𝗶𝘀𝗰𝗼𝗻𝗰𝗲𝗽𝘁𝗶𝗼𝗻 𝟮: 𝗙𝗲𝗮𝗿 𝗼𝗳 𝗔𝗱𝗺𝗶𝘁𝘁𝗶𝗻𝗴 𝗙𝗮𝗶𝗹𝘂𝗿𝗲 Admitting that a project is failing can be seen as a personal or professional failure, leading to reluctance to terminate it. Think of a captain who refuses to abandon a sinking ship because admitting it's going down feels like a personal failure. Meanwhile, the lifeboats are right there, waiting. 𝙎𝙤𝙡𝙪𝙩𝙞𝙤𝙣: 𝗙𝗼𝘀𝘁𝗲𝗿 𝗮 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗖𝘂𝗹𝘁𝘂𝗿𝗲: Create an environment where failure is viewed as a learning opportunity, not a personal indictment. 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗟𝗼𝗻𝗴-𝗧𝗲𝗿𝗺 𝗦𝘂𝗰𝗰𝗲𝘀𝘀: Emphasize the importance of decisions that benefit the organization’s long-term goals. 𝗖𝗲𝗹𝗲𝗯𝗿𝗮𝘁𝗲 𝗦𝗺𝗮𝗿𝘁 𝗙𝗮𝗶𝗹𝘂𝗿𝗲𝘀: Reward attempts and innovations, even if they fail, to reduce the stigma around failure. 𝗠𝗶𝘀𝗰𝗼𝗻𝗰𝗲𝗽𝘁𝗶𝗼𝗻 𝟯: 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗺 𝗕𝗶𝗮𝘀 Check the comments 👇 Think of the sunk cost fallacy as an anchor, dragging you down. True leadership means knowing when to cut it loose and refocus efforts where they can make a real impact. So, next time you’re tempted to throw more resources at a failing project, ask yourself: am I investing in success, or am I just burning more money and time?

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How does a Senior Product Manager go from layoff to landing a Staff Product Manager role with a significant compensation increase? Join us as we chat with Nora Hughes, a seasoned product manager with a decade of experience in the tech industry. Nora shares her journey from being laid off in October to navigating the challenging job market. She talks about her initial struggles, including the overwhelm of job searching during the holidays, dealing with COVID-19, and the loneliness that came with it. Nora discusses how she discovered the Intentional Job Search (IJS) program and her thought process before joining. She highlights the program's structure and quality and how it helped her regain focus, prioritize effectively, and build confidence in her job search strategy. In this candid conversation, Nora also reveals her aha moments, including the value of peer interviews and the comprehensive support from the IJS community. She explains how the program's personalized coaching and strategic guidance were pivotal in helping her land a dream role as a Staff Product Manager in AI and ML at a large public company, achieving a significant pay raise and working alongside best-in-class professionals. If you're curious about how the IJS program can transform your job search and career trajectory, this video is a must-watch. Nora's story is a testament to the power of structured support and intentional effort in achieving career success. Key Moments in this Episode ======================== 00:00 - About Nora 01:00 - Challenges before IJS 02:45 - How Nora decided to join the program 07:30 - Nora's experience in IJS 17:30 - Negotiations 20:00 - Her message for you https://lnkd.in/eHEBAxpQ

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I spoke with someone yesterday who told me solving ARR reporting for his company "made his career." They were a $15B business, with a nightmare of a system to maintain. CSV files, manually produced off a computer fully dedicated to running index matches all day long. 😅 But it was critical. Building a source of truth for ARR allowed everyone to finally get on the same page. Segmenting ARR by the customer profiles that retained and expanded best allowed the company to focus. His CEO thought he was a genius. I won't say who they are, but they're now a behemoth - one of the greats in SaaS. He now supports other startups in building more scalable systems. A pain point he sees founders struggle with mightily. It was such a fun run-in with a fellow operator who deeply appreciates the importance of building a solid foundation for ARR reporting. It's at the center of every other metric you'll need to calculate across the business. He found us via our book - 'The Ultimate Guide to ARR' - in which we spell out in gory detail everything you need to know about building scalable ARR reporting. And of course Equals is always here to help.

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Seeing reviews like this makes my day: "Propel yourself ahead of your competition with PropelAuth" When I started PropelAuth, my vision was to get auth off of developer's plates so they could launch their products faster. Since then, it's become so much more than that - we've added tools that make it easier not only to launch, but also to run and grow your business. We want companies that use PropelAuth to be able to surpass their competition in every dimension, not just by having a prettier sign up experience... and based on reviews like the one above, we're on our way!

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Programming is weird… One of my clients noted last week that they had a weird issue - seemingly out of nowhere, they were sometimes having trouble logging into a site that’d been running for years, because their session was timing out. I ripped out the last 3 hairs on my head trying to figure out what was going on… How could I have introduced a bug that major? Maybe it was a timezone issue on their computer? Maybe it was a timezone issue on the server? Maybe there was a bug introduced to the framework in a recent update? But why was it only happening sometimes? After about 6 hours, I was able to replicate the issue… Turns out that at some point recently, the 1Password behaviour changed to automatically press the login button on the page (which it had never done before). So 1Password had pressed login, but the client was also pressing login. Bingo bango, instant session invalidation. From there it was 5 minutes to fix it by ensuring we disabled the button after pressing (and changing the button text to “logging in” while it was disabled). I’ve definitely had problems that took me a lot longer to figure out, but I’m always amazed at the ratio of “Time to diagnose” vs. “Time to fix”, and how the former is orders of magnitude higher than the latter.

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Today is the one year anniversary of announcing DevClarity! When they say startup life is "peak life", they aren't kidding. From launching our first MVP, landing our initial paying customers, and winning Alabama Launchpad to tackling a massive problem space with no funding (or salary) and getting rejected dozens of times, the past 12 months have been the biggest roller coaster I've ever been on. And yet I have zero regrets about my decision because starting a company has been BY FAR the greatest learning experience I've ever had. So much so that I've lately started telling people that I believe EVERYONE should start a company at some point. In the coming days, I will share some reflections from the past year. But there are two main takeaways that stand out to me: 1. Perseverance is the most important trait for an entrepreneur. More than intelligence, specific knowledge, boldness, or anything else. The entire game is to stay in the game. Everything can change with one conversation, one customer, one investor. But you have to stay in the game long enough for that to happen. Great things take time. Perseverance gives you the mental fortitude to allow yourself that time. 2. People are the most important aspect of a business. When we announced the launch of DevClarity, I said that in the course of a career, or a lifetime, when you meet special people, you bet on them. I continue to feel validated that Will Blackburn is one of those people and am glad that we continue to bet on each other and ourselves. It's hard to know what the next 12 months will hold, but I am open to the journey and excited for what's to come! - Peter

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Let's face it: "software engineers" and "software developers" are *not* craftspeople. We are usually a business cost-center that converts business requirements into customer dollars. Setting aside the political baggage of the Software Craftsperson (nee "Craftsman") movement (and those original words alone convey some of the baggage), I find now that I regret the entire movement itself. Paid software development is about serving a business need and rarely about crafting software that is optimized for flexibility, reliability, and understandability. When businesses seek to turn a need into software, they are often concretely planning for a quarter, loosely planning for a year, and pipe-dreaming when they "plan" for anything over three years. This has an impact on software developers. The cost of converting ideas into software usually scales something like logarithmically to exponentially with the complexity of the business. Software is usually developed with an eye toward achieving a quarterly or annual goal or an investment round--so let's say 3 to 12 month window. Management expects to be able to measure results. And, so, in most environments, you need deliverables that can be demonstrated to management in order to show progress. Except for those ideal cases where eXtreme Programming actually works (e.g., customer is always onhand for clarification, no artifacts other than code and test code, team of up to maybe 8 people, often working in pairs, etc.), the complexity of converting business needs into code is complicated bordering on complex because businesses are complicated bordering on complex. (I use the Cynefin definitions of "complicated" and "complex" where "Complicated" means something like"with a reasonable amount of effort, you can somewhat reliably predict outcomes" and "Complex" means that "this system/business is so complicated that you cannot reliably reason about its properties and so properties and outcomes are emergent) Given anything but a project or business with an exceedingly clearly bounded minimum viable product, we're rarely crafting but instead struggling to meet quarterly/annual/funding round deliverables. But wouldn't it be wonderful if we could find our way back to when software developers were able to ship software they could be proud of and businesses were better for it? Perhaps it's still possible. But we all have to be playing a long game, business and developer.

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I'm about to break some SaaS people's brains Anyone ever been told that "services are bad, they don't scale, they will reduce your enterprise value, etc" I know I was. And maybe in the VC / SaaS purist / unicorn-or-bust ecosystem, it's true? I'm not really convinced about that either, but here's what I believe: Nailing services is actually the key to nailing SaaS. It's in the damn name people 🤣 So many SaaS founders that I work with come up with one idea that they think they can solve with code, and beat on it with a digital sledgehammer until it feels like it's good enough to throw the "product-market fit" flag. There's a better way, my friends. What would happen if you IGNORED the fact that you were a SaaS company for a minute? If you just solved your customers problems regardless of how the solution looked? If you made a list of everything that needs to be true for your customer to win, what would it look like? And how different would it be vs. what your SaaS platform is providing today? My challenge for you today is simple: MAKE. THE. LIST. Write down a list of everything that your customers need in order to win - to overcome the biggest pain point that you want to solve for. And next to each item on that list, figure out how you could actually solve the problem. I'm not saying you should DO all of them. But I bet it lets you see things through a new lens. If it could legitimately be a SaaS feature...it can go on the roadmap. But if it can be tested with a service first...even better. It's faster, cheaper, and the speed of learning is 100x vs. shipping a feature and then seeing if it works. Plus you can increase LTV along the way. All this to say - if you turn up your nose at services, you're missing a big lever. And it just might be the lever you need to pull in order to help your customers win (which will have a positive value on everything you care about as a SaaS nerd: consumption, retention, ARPA, enterprise value...it's all connected). Don't be a purist. Sometimes you just gotta roll up your sleeves and help some people. Software. As. A. SERVICE. Maybe it should have been Service As A Software Rant over (for today) ✌️ MV

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Spent last 20 years building software/hardware companies > Last software company sold for $100M > Then took my company public at $2.7B My 9 lessons: 1/ Keep headcount low Larger teams will make you slower, counterintuitive for most Larger teams = managers/directors, hard to communicate and more planning Trick I learnt: hire people who are *actually* doing work. If you hire people managers they‘ll just want to hire more people to do the work You’ll build a much healthier company if you do this, but keeping headcount low is more difficult - it's a complete grind 2/ Avoid having a C-suite for as long as possible This goes again the traditional wisdom You‘ll get a lot of pressure from your board + advisors But resist hiring a C-suite for as long as you can - they will slow you down by building up large and expensive teams 3/ Keep your burn low If you decide to take on outside capital, I would recommend keeping your burn as low as possible This’ll give you the highest odd of success long-term Headcount will drive majority of your burn, so if you control headcount you can control your burn more easily 4/ Limit partnerships I’ve rarely found partners which greatly accelerate my companies Often, they slow me down, leaving me scrambling when they fail to deliver I’ve found others giving advice to partner or purchase your way out of problems - this is a local maximum imo Figure vertically integrating nearly everything to avoid these setbacks and control your destiny 5/ Don’t build “the company” Don't get a grand office, bring on huge team, hire a PR team, etc. Get scrappy: keep your burn low, don't get distracted, and spend every minute on actual product development TechCrunch article will not help Your company = the product 6/ Don't ship perfect Getting something perfect means taking more time or perhaps never hitting it Don't write perfect code and don't ship perfect product out of gate Instead, focus on speed and cycles of iteration – get something out quickly, get feedback, and iterate Over time, your product iterations will act as a continuum driving near perfect product in the limit 7/ Centralize all learnings As founder, early on you are the VP of Sales, PM, and CTO Don't delegate these roles. This is counterintuitive and goes against conventional wisdom You'll need to create these brand new processes and define how these roles work. It's a critical part of your job 8/ Filter advice Most of the time, the people giving you advice are not successful entrepreneurs Most of the advice I've received in my career is dumb You need to trust yourself: use the speed of development to your advantage to recursively self-improve 9/ Action = Intel If you’re not sure what to do, don’t just sit there - try doing something Through actions, you will take in more information and become more knowledgeable Road ahead is cloudy for all of us - keep moving forward fearlessly ~ Bred Adcock, Founder Figure Robot and Archer Aviation

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I started PushPress because a [shady] payments processor ripped me off in 2010. When I entered the gym ownership community, I realized I wasn't alone. Most other gyms were bait-and-switched on rates by their payment providers also. On that day, I vowed to work as a force to bring fair and transparent pricing to our industry and protect us from outside predators. Over the last decade, we've upheld this promise time and again. It's part of our mission. Recently, I realized most gyms were grossly overpaying for basic business insurance. Some of this is because they were sold coverage they didn't need. Some of this is because they were sold things they didn't know they bought. Some of this is because they couldn't interpret the fine print of the things they signed. Some of this is because the industry got fat without competition. Today, we launched PushPress Insurance, an insurance product designed to give gym owners the coverage they need without any of the pricing games or fluff. Today, we sold a gym a policy that reduced their annual insurance from $2,200 to $352. YES, YOU READ THAT RIGHT. A few minutes later, we saved another gym $1,500 and even got them slightly better coverage. We solve the pain points of boutique gyms. We also happen to love technology and software. PushPress Insurance is for PushPress clients ONLY. It's our way of giving back to those who support us. For more information visit pushpress and look at our Products menu for Insurance.

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Some software companies make it really f***ing hard to buy their product. 😡 I had an experience recently, And thought how that would look if it were an in person interaction. Lil’ awkward don’t ya think? 🤔 Here’s the thing - I’m not some giant #PLG advocate who thinks every product on the face of the planet should be self-serve and that sales people aren’t needed. You do need sales people ✅ You do need to ruthlessly qualify your prospects ✅ And because the above are needed, you’ll naturally have some friction in the buying process. But most software companies today have OVERCORRECTED for this. So what to do then? Here’s what I would do 👇🏻 Find some feature set that can deliver value to your customers immediately, and package that into a self serve version of your product. Look at your sales folks as a “sales success team” (eg more like a customer success team), Who’s job is to share best practices, provide additional use cases for the product, and unlock the extra features needed for your customers to accomplish these things. Easier said then done, I know. I also know that some products are so inherently complex that self-serve seems out of reach. But think of all the things we have now, that used to feel out of reach. 🤔 So just because it doesn’t seem possible, doesn’t mean we shouldn’t try, egh? Happy Monday y’all ✌️ #revops #revenueoperations #salesops #salesoperations #customerlifecycle #buyingprocess #buyerexperience

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I just saw Delta's CEO quoted saying the recent incident is going to cost them ~$500M. They were still mostly down 4+ days after most other airlines were mostly back up. This a fascinating A/B test of software operations between multiple companies in the same industry. Between log4j and a handful of other broad outages over the last four years, I suspect we'll see this A/B test repeat itself every 12 months or so. Reducing downtime is *not easy at all* with many probability-based decisions (like security) where small differences in risk tolerance lead rational executives to completely different conclusions about what to do next. The universal lesson, to me, is that expectations about software reliability in every industry are steadily ratcheting up.

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I was co-leading a team of about 20 software engineers. We had some rockstars and some underperformers. The rockstars were problem solvers and had a growth mindset. They had the ability to get stuff done as a team. The underperformers struggled with this. One person in particular was trusted multiple times with various projects. Each time they were given a clear outcome and expectations. Each time they would give vague updates at our daily standup and be evasive when offered help. At the end of our two-week sprint, they would have a new set of reasons for not getting the work done. At first, we gave into a limiting belief that we ‘had to micromanage’ the underperformers to get anything done. But we quickly saw that this was helping no one. Instead, we reset the vision and our expectations for achieving it, gave a timeline for measurable progress, and let go of the micromanaging style. Those who were coachable grew and became happier in their role. Those who were uncoachable would show small improvements for a week or two, but they would fall back into their old way of doing (or not doing) things. We had a few of these situations throughout the lifecycle of the team and the product and hired and fired accordingly. By letting the solid members of the team self-organize and weeding out the people who didn’t embrace the values of the team, we as leaders were able to get out of the way and let the team grow into their full potential. This has led me to reflect on something: Great leaders don’t maintain control—they give it away. And as I’ve worked with founders, I’ve realized this same temptation exists in startup culture: To micromanage just to get a product out the door.  As founders grow and scale a startup, trusting others with control becomes more and more critical. Leadership has to look at themselves as the mechanism for trustworthy decision making. Being neither aloof nor controlling. Rather, leadership decisively sets the vision and values of the company and builds a team around this. Finding and trusting people better than them in their areas of expertise. And letting the team build the culture that in turn builds a loyal customer base through great products and services.  What can you do today to grow a team that embraces your values and gets stuff done together? #startups #teamcoaching #startupculture #leadership #empowered #growthmindset

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Founders, waitlists don't work unless you talk about your product somewhere else or offer some type of lead magnet. Nobody cares about getting updates. That's not enough of a value exchange. Just published my latest teardown (search Roast My SaaS on YT) about a startup with a huge missed opportunity to capture leads & onboard them. Too bad the video is a little over 15 minutes and LinkedIn doesn't allow me to publish it here as well. #buildinpublic

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Question for engineering leaders (managers, directors, VP's, etc): I'm curious about the current landscape of developer productivity analysis + management tools - things like LinearB and Jellyfish. Which tool, if any, are you using? Any opinions/pros/cons on the tool you're using (or the entire domain overall)?

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Observation: 9/10 SWE's quit at “reading the docs”. Cut through the BS with this easy trick: Take action and build. Writing code is 100x easier than the docs make it sound. “Reading the docs” gave me crazy imposter syndrome: -Git -WPF -Kafka -OAuth -Angular -GraphQL -RabbitMQ -Kubernetes In ALL cases, I conquered my fears by building. Except for WPF. I gave up on that. And Kafka, that's for another day. Forcing yourself to build/code/deploy melts analysis paralysis. Then you'll say "oh that was pretty easy". Trust me, we aren't building rockets. Practice AND Study build true mastery.

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