Giving Water to the Thirsty


I spent a good amount of time building an integration test generator for a product that spanned multiple repositories and services. The problem felt obvious to me because most of the bugs we worried about were not inside a single service. They appeared at the boundaries. A request would pass through several systems, each behaving correctly in isolation, and still fail when everything came together. The tool could generate integration tests, identify failures, suggest fixes, and even raise reviews. I assumed that if it could save teams effort and prevent bugs, people would naturally want to use it.

What followed was a long lesson in adoption. I started with developers because they owned the code. They understood the idea, but integration quality was not something they were being measured on, so it rarely moved to the top of their list. I tried QA teams next. They saw the value immediately, but finding bugs later in the cycle was already part of how they demonstrated impact. Preventing those bugs earlier was good for the organization, but it did not help them in any meaningful way. I spoke with managers, architects, and technical leads. Most conversations ended with some version of "this is interesting." The breakthrough happened when I showed it to the operations team. They were the people dealing with production incidents, escalations, and the consequences of defects that slipped through. For them, the problem was not theoretical. They were already carrying it every day.

Tenet #2 — Meet People One Step Away from What They Know. Looking back, I spent too much time trying to persuade people that they should care about a problem and not enough time finding the people who already did. The tool solved the same problem on every team I showed it to, but only one group felt the cost of that problem strongly enough to act. That experience changed how I think about introducing new ideas. A solution is only valuable when it reaches someone who is already searching for it. After all, water is not most valuable to the hungry person. It is valuable to the thirsty one.

Comments

Post a Comment

Popular posts from this blog

Breaking Systems, One Mistake at a Time

Image
I’ve broken more things than I’ve built — and that’s exactly why this blog exists. Over the years, I’ve learned that the most valuable lessons rarely come from perfectly executed plans. They come from the quiet moments after things break — when you realize what you missed, what you assumed, or what you could have communicated better. Most of those insights seem obvious in hindsight. This space, Obvious in Hindsight , is my running log of those realizations — from building reliable systems at scale to learning how people, teams, and code all fail (and recover) in similar ways. I’m writing to understand — out loud. Why I’m Doing This Every engineer I respect shares one thing in common: they remember what they got wrong. Not because they’re proud of the mistake, but because they learned something from it that documentation never could. This blog is where I collect my own version of those reminders — along with some movie quotes. Each post will tie back to one of my core tenets ...
Read more

Why Now Matters More Than the Idea

Image
Years ago, I proposed building a large data warehouse that captured how our creators structured their content. Everything. The semantics. The syntax. The patterns. Which HTML tags appeared together. Which musical octaves worked in combination. Which ad-tags influenced consumption. It was a massive idea. It was also far ahead of its time. The cost was high. The ROI was unclear. We didn’t know what we would do with the data. The idea made sense, but the timing didn’t. Five years later, things changed. GenAI arrived. Personalization matured. Analytics became deeper and cheaper. Suddenly, the same idea became useful. Now we had models that could learn from the patterns. Now we had creators who wanted insights. Now we had consumers who expected smarter experiences. The idea didn’t change. The world around it did. And with that, the timing flipped from “not now” to “why aren’t we doing this already?” It reminded me that ideas don’t win on its merit alone. They win when why , why now , and ...
Read more

Optimize for Being Less Wrong

Image
The brain learns in uncomfortable ways. When you repeat something you are already good at, very little changes inside. The wiring stays the same. But the moment you make a mistake, something shifts. The brain is agitated. You feel annoyed. Embarrassed. Restless. That discomfort is not failure. That is learning starting. No errors. No rewiring. The fastest learners are not the ones who avoid mistakes. They are the ones who make many small, high-quality mistakes and correct them quickly. LLM tools understand this instinctively. Tools like Claude, Cursor, or Cline don’t try to look good. They don’t protect their ego. They optimize for one thing only — being less wrong next time. They reduce their loss function again and again, billions of times. They don’t feel shame when they fail. They don’t slow down to preserve confidence. Humans do the opposite. We avoid mistakes. We repeat what feels safe. We do what makes us look competent. And that is how talented people plateau after yea...
Read more