Cuong Do on Hypergrowth
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Transcript of Cuong Do on Hypergrowth
![Page 1: Cuong Do on Hypergrowth](https://reader033.fdocuments.net/reader033/viewer/2022051616/55595dd9d8b42a93708b4da0/html5/thumbnails/1.jpg)
Leading Through Hyper-Growth
Cuong Do Head of NYC Engineering, Dropbox
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Cuong in a Nutshell CS @ Carnegie Mellon
Engineer at Inktomi (ent. network s/w)
Engineer, Eng Manager at PayPal
Founding engineer at YouTube
Led product development at YouTube
Leading NYC Engineering for Dropbox
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Structure Technology
Recruiting
Team Structure
Product Development Process
Leadership
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Handling Hyper-Growthwhile hyper_growth():
identify_and_fix_bottlenecks()
drink_preferred_beverage()
sleep()
notice_new_bottleneck()
Works for scaling systems and teams!
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Infrastructure Growth
metadata server
50,000 Users!
file data server
SeparateMySQL
machine!S3
AWSManaged hosting
Early 2008 (beta, 50k users)
THE SERVER
Dropbox User
2007: The Beginning
metadata servers
memcache
databases
ZooKeeper
analytics
haproxy
nginx
core services
hbase
SNT datacenter AWS
file data servers
S3livefill
offline jobs
Today (300 mil users, 4 mil biz)
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Backend Stack1.5 years ago:
nginx
haproxy
memcache
C++
Python
RabbitMQ
MySQL
Now includes:
Go
Hadoop
LevelDB
Redis
Tornado
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Recruiting - foundation First 6-10 engineers must be unicorns
Exceptional generalists
Cultural standard bearers
Interviews are inherently noisy
Iterate
Identify biases
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Recruiting - scaling Originally: all generalists
Specialized over time
Mobile programmers
Product engineers
Recruiting is everyone’s job
source: flic.kr/p/968txx
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Team Structure First engineer on any team is the founder
Teams fluid
Keep teams small
Average is 6-12 people
Lots of parallel efforts
70/20/10
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The Mobile Team Beginning: The Mobile Team
Problems
Moving to a mobile-centric world
Central bottleneck for mobile work
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Mobile Now Mobile centric world => mobile engineers on every product team
Mobile training for all interested engineers
Original mobile team morphed into Dropbox App iOS & Android teams
Mix generalists with mobile specialists
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Product development Early: no process
Current
3-5 year vision
6 month goals
6 week sprints
Process lags current needs
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Org Structure - Beginning
Founders
Everyone Else
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Org Structure (early 2013)
Founders
Eng
Eng Lead
Eng Eng Eng
Eng Lead
Eng Eng
….
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Lots of Leads (2013)VP Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
Eng Lead
Eng Eng Eng Eng Eng
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Infrastructure - 2013Eng Lead
Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng Eng
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Infrastructure - NowGroup Mgr
Eng Eng Eng Eng Eng Eng
Eng Eng Eng
Eng
Eng Eng Eng
Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng Eng
Eng Mgr
Eng Eng Eng
Eng Eng Eng
Eng Mgr
Eng Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng Eng
Eng Eng Eng Eng Eng Eng
Eng Eng Eng
Eng Eng Eng
Eng Eng Eng
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Leadership Pitfalls Strongest engineers != strongest managers
Leading team of 4 vs 12
Leading in a 50- vs 600-person company
source: flic.kr/p/dkbbGy
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Bonus Section: Values Write them down. Here’s ours:
Relentlessly focus on impact
Own It
Write and maintain great code
Pursue simplicity and sweat the details
Build a culture that you want to be a part of ten years from now
Create your own values!
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Values Early: Reinforced informally through tireless founders and early team members
Now: Written and constantly reinforced
Non-technical interview
Candidate evaluation
Manager feedback
Career tracks
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Themes Stretch, break, fix, repeat
Avoid over-engineering
Build foundation, build on it, repeat
source: flic.kr/p/7QyDJe