<div dir="ltr">Hello! It's my first post here!<div><br></div><div>This was a very interesting article and I found myself nodding all the way through it. Thanks for sharing.</div><div><br></div><div>I don't know if innovation is becoming an outdated word but I certainly hope so.</div><div><br></div><div>I have started my career as a system administrator, working with servers and network infrastructure. We've recently been re-labeled DevOps Engineers and lately, Site Reliability Engineers. There's a ton of work that's simply maintenance, from keeping systems updated against bugs and security vulnerabilities to making small changes to work around design imperfections in the software we work with. We often create what's called "glue" code because of that. All of the complex and difficult work we do gets summarized as a percentage number for how much our systems stayed up.</div><div><br></div><div>However, looking at the progression of my career and the pervasiveness of the Agile Movement, I'm now often asked to do my work in terms of "releases". This works well for "maker" types, I suppose, but the work I do often falls in the "not sexy" category. What kind of "release" is it when I simply update a fleet of hundreds of servers to avoid us becoming the victim of the latest security vulnerability? Nobody wants to hear about that. So much so that in "iteration meetings" (done every 2 weeks), we only discuss what we are "shipping", new features, a new product, something new new new. It's often an uphill battle to get maintenance-type work included in the task planning because, well, the business is not asking for it.</div><div><br></div><div>The same happens with creating and evangelizing infrastructure standards, reviewing and improving existing backend processes, having demo sessions, etc. None of that goes into bi-weekly presentations shown to CxO's. I don't have a good solution for this situation except being the annoying person that constantly reminds everybody in the room that certain maintenance tasks can't be forgotten. I wish I didn't have to be that person. I certainly wouldn't need to be if CxO's routinely enquired about the health of things instead of the latest new feature.<br></div><div><br></div><div>I try to be more pragmatic, to surface the maintenance work that is done routinely (which is harder in startup types, but I digress) but in the end, I must admit there's more frustration than anything else. In my darkest moments, I wish a hacker would exploit a vulnerability we should have fixed but didn't prioritize. Or that systems will just crash, I'll be called in to fix them and people will know there's value in this work. More often than not, we'll instead have a "post-mortem" meeting to discuss what we're doing right and wrong, with the focus on the wrong.</div><div><br></div><div>In my profession, it's to say that when everything is working, nobody knows you exist. When things break, it's your fault. But I still love my work, despite all of this. The feeling of having everything running smoothly is very gratifying.</div><div><br></div><div>Regards,</div><div>Giovanni Tirloni</div></div><br><div class="gmail_quote"><div dir="ltr" class="gmail_attr">On Thu, Oct 10, 2019 at 11:12 PM Sierra Reed <<a href="mailto:sierra@newdayinvesting.com">sierra@newdayinvesting.com</a>> wrote:<br></div><blockquote class="gmail_quote" style="margin:0px 0px 0px 0.8ex;border-left:1px solid rgb(204,204,204);padding-left:1ex"><div dir="ltr"><table cellpadding="0" style="border-collapse:collapse;margin-top:0px;width:auto;font-family:Roboto,RobotoDraft,Helvetica,Arial,sans-serif;font-size:14px;letter-spacing:0.2px;display:block"><tbody style="display:block"><tr style="height:auto;display:flex"><td style="text-align:right;white-space:nowrap;vertical-align:top;display:block;max-height:20px"><div style="padding:0px;display:flex"></div></td><td style="white-space:nowrap;padding:0px;vertical-align:top;width:720.295px;line-height:20px;display:block;max-height:20px"><table cellpadding="0" style="border-collapse:collapse;table-layout:fixed;width:720px"><tbody></tbody></table></td><td style="text-align:right;white-space:nowrap;vertical-align:top;display:block;max-height:20px"><div style="padding:0px;display:flex"></div></td></tr></tbody></table><a href="https://www.theatlantic.com/technology/archive/2015/01/why-i-am-not-a-maker/384767/" target="_blank">https://www.theatlantic.com/technology/archive/2015/01/why-i-am-not-a-maker/384767/</a><div><br></div><div>Regarding the culture around the word "maker", attributed to DIY, hardware projects seen as a catalyst for innovation. The article explores how gendered this Maker Movement is, and how those who "make", often men, are prioritized above the care-takers and the repairers (read: the maintainers) for the economic potential of the thing that is made. Makes a fair case for how women are the original maintainers. </div><div><br></div><div>I'm curious, as innovation becomes an outdated buzzword, how maintenance will be considered as a tactic in the making of new things, and how this might allow new opportunity for women to enter the field of tech if so. </div><div><br></div><div><br></div><div><div>Best,</div>-- <br><div dir="ltr"><div dir="ltr"><div><div dir="ltr"><div dir="ltr"><div dir="ltr"><div>Sierra T. Reed | CONTENT STRATEGY</div><div>NEWDAY IMPACT</div><div>Address: 735 Montgomery Street, Suite 330</div><div>Jackson Square, San Francisco CA 94111</div><div>Direct: 415.272.9389 | Email: <a href="mailto:sierra@newdayinvesting.com" target="_blank">sierra@newdayinvesting.com</a></div><div><span style="font-size:x-small;font-family:Arial;white-space:pre-wrap"><br></span></div><div><span style="font-size:x-small;font-family:Arial;white-space:pre-wrap">This communication is intended only for the recipient to whom it is addressed. It may contain information that is privileged and confidential. Nothing contained in this email constitutes tax, legal, insurance or investment advice, nor does it constitute a solicitation or an offer to buy or sell any security or other financial instrument. 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