I genuinely want to understand what's going on with CDO. She regularly brings sales people to speak at her town halls, the CEO directs AI roadmap questions to her instead of the product engineering leader, and right before the new CEO takes over she picks up yet another business unit. She came in as a operations leader, but now it feels like every strategically important BU reports into her.
At what point do we stop viewing this as a series of unrelated decisions and start seeing it as a deliberate concentration of leadership? Is the company effectively positioning her as the executive responsible for product, strategy, operations, and business execution all at once?
It's starting to look less like a traditional functional leader and more like someone accumulating power across the company, leading to a centralized executive structure similar to what existed under Mark's leadership, where significant influence and decision-making authority was concentrated under a single leader.
Time will tell whether this is the right approach. But given the company's experience with one man leadership, it's fair to question whether we're heading down a familiar path.
11 replies (most recent on top)
@pn a joke. Why so ?
She has been building her empire since day 1, and OT is handing her everything on a silver platter. Her CDO org is an absolute joke. It is mid boggling.
@dq To truly optimize the multi-modal transformer architecture, we have to bypass standard stochastic gradient descent and directly manipulate the attention heads within the high-dimensional latent space. Otherwise, we risk unconstrained semantic drift during zero-shot inference. It’s essentially the same logic as applying a Strangler Fig pattern to migrate legacy Titanium X and Aviators microservices—you have to gradually route the neural embeddings through an orthogonal matrix before the legacy data silos cause catastrophic forgetting in the recurrent layers. Once the backward propagation stabilizes across the tensor network, the model seamlessly hallucinates its own deterministic outputs.
@dq It's nice to hear someone else felt the same way.
Who was the guy at the recent town hall who was asked about AI models and completely missed the mark? His answer made it seem like he didn't understand the question and was just stringing together a few buzzwords.
@bz First time, huh?
When your company is driven by nothing other than the daily fluctuations of the stock price, long term thinking is not what happens.
@bb How can say they are good at cutting costs when they are cutting solely based on cost, not value? There are plenty of useless people, but they are not the ones eliminated.
A skilled cost-cutter would do a better job by eliminating the useless.
CDO leader is a business leader. Good with cutting costs. Terrible with certain technology decisions. Some platforms are favored which will never scale and hates on ones that are more automated and provide useful future albeit its got its warts but won't focus on fixing them and more BAU and OT falls behind more daily because of it. Those BU's reporting to CDO won't last this way for long either. Doesn't make sense to break up engineering outside of engineering and architecture.
@a4 it's good that you believe it, Baghdad Bob
@a4 lol. You’ve transitioned from being annoying to becoming rather funny.
Keep it up.
Yes - we are following down the path of hiring and returning to growth
Over 200 open positions - the company has turned the corner and now the markets are rewarding us