“Robert was a great partner to me in our time working together. As a designer, I appreciate when engineering leaders take the time to understand how we can pair and invite collaboration. He always answered my questions and made the possibilities and limitations of the technology clear. Our work was stronger because of it. As a leader, Robert treated his reports with kindness, respect, and compassion. We worked together in an organization going through rapid growth and change on all fronts: people, processes, and technology. Robert had the expertise to address the processes and tech needs of the organization easily, but what impressed me, and has me writing a recommendation all these years later, was that he never lost sight of the fact that people are at the heart of a company's success. I saw him level up the skills of the people on his team. He cared about team health and sustainability. Thank you, Robert! I hope we get to work together again in the future.”
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Experienced Software and Platform Leader with a solid foundation in software development,…
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Wood Creek High School
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Vjaceslavs Klimovs
I don’t fully agree with framing this as “promotion-driven development.” That label feels reductive and misses where the real failure usually sits. Participation measures effort. Visibility measures the presence or comfort of being seen (or, worse, the tendency toward extraversion/meeting count tolerance). Artifacts measure activity. None of those reliably measures whether anything actually improved. Impact does, which is why it has to be the primary signal. The problem is that impact is not applied consistently as the primary metric at more senior levels, for both ICs and management. If you see five overlapping chat products inside one company, that’s not staff engineers chasing promos. That’s a failure of VP- and SVP-level leadership to converge on strategy, make hard calls, and stop duplication. Likewise, when a principal engineer builds a bespoke observability system instead of selecting an existing open-source framework, extending an internal platform, or influencing one to support the use case, that’s not “gaming the ladder.” That’s a miss on the principal-level impact, which explicitly includes leverage, reuse, and ecosystem improvement. If we applied that same impact lens evenly across all levels, a lot of what gets labeled as “promotion-driven development” would resolve itself.
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Ben Taylor, CPA
We signed a new customer yesterday that heavily uses Stripe for billing and has some complex multi-entity and multi-currency challenges. They tried to develop an integration with a couple other accounting solutions and while doing so, asked Claude Code what other systems they should consider. Claude suggested they explore SoftLedger and by the time we got on our first call, he already had a pretty good integration specification. So he got access to his account yesterday. This morning, this is the message received by our customer success team: "This is unbelievable. I would estimate I am 60-70% of the way through what I need to do. Brought in 23,000 journal entries overnight." Something has changed in the buying journey for companies seeking an integrated accounting solution and I love it. Accounting technology should be an API driven solution that conforms to a companies processes. Tools like Claude Code enable companies to build bespoke integrations for their internal processes like never before.
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