~70 FTE Engineering team. We are shipping more features, especially features that previously would not have survived the cut to make it on the roadmap. Even though we are shipping more, our total amount of escaped bugs has not increased, so our escape rate has actually lowered. On top of that we are able to triage and fix escaped bugs more quickly now. And then of course there has been an uptick in internal tooling that makes the rest of the company more efficient, and we have been able to address tech debt at a higher rate than before.

I don't think this would have been possible without having solid engineering culture and processes in place before bringing in ai coding tools.

And I don't want to sugarcoat it, this hasn't been easy, requires continued discipline, and took well over a year to get good at. And we still have to continuously learn, experiment and adapt our training, tooling, and processes.

▲ CharlieDigital 3 hours ago | parent [-]

    > We are shipping more features

That's not really the important question; the important question: is it generating revenue.

If you increase your spend -> ship more features -> no correlated increase in revenue, that's just burning money.

If a team of 10 spends 1 extra headcount ($180k/year) and ships features with no corresponding growth in revenue, what does that mean?

There was probably a reason it was on the backlog (because it didn't really have value).

	▲	ftkftk 2 hours ago \| parent [-]
		> is it generating revenue Yes! :) > There was probably a reason it was on the backlog (because it didn't really have value). There are definitely things in the backlog with low value. We don't work those items, even if we could now. The additional bandwidth we have now goes to valuable features that drive revenue and retention metrics. The reason they were on the backlog were because we just didn't have the bandwidth to execute on them well and they were just somewhat less valuable than the critical path items on the roadmap.