151–160 of 301 posts
I'm the founder and CTO of Lever ( https://www.lever.co ), a similar product and part of YC S12. I recommend you check us out! I was also a PM at Google from 2007-2011. A big part of why I left and founded Lever is that I'm super passionate about enterprise software, and vertical enterprise software (even in huge markets) isn't aligned well with Google's core business.
I use Lever at work and it’s absolutely excellent.
Earlier quoted context omitted.
Are going to? They already are. I will no longer consider a Google product for work purposes. Even for big stuff they are committed to like their cloud offering there is no confidence that individual features within it they you rely on won't get killed off.
you dont use gmail or google apps for business? i think their mail and docs/sheets are not a risk. everything else i wouldnt place a bet on
Earlier quoted context omitted.
Check out at agave.com, it starts out free and gives you full API access to your own data. Edit: disclaimer, I’m founder and CEO there.
Speaking of self-promotion, there may be value in adding all necessary disclaimers before you recommend a product.
I preordered Stadia. I think I made a mistake.
I get the feeling Stadia is different. I'm not willing to write it off quite yet.
Earlier quoted context omitted.
I can think of two reasons: 1. The code can be tightly tied to their internal systems and infra. It may just be more expensive to separate it out, not to mention engineers at Google are smart enough to avoid such projects (I mean, separate it out so that they can sell it) with no value to career. 2. Its success (of whatever scale) is probably tied to Google branding. Once it goes away, its probably as good as yet ano…
Right, #1 makes a lot of sense. The management/engineer’s time and commitment is the most finite resource and it’s possible they integrated it heavily since the 2015 acquisition. That said, they paid $380 million for it when it was called Bebop so it’s not entirely chump change if it retained that value.
If it was successful why not sell it and let it live on?
I wonder if it has to do with Diane leaving and Thomas being the new CEO, trying to cut the smaller stuff. Especially with Hire was basically the project of Diane's company that Google acquired.
Hire would have been launched by the acquired team, all of whole would have had a similar three year earn out. If the few key people leave, suddenly there’s nobody left to maintain the product.
Does google actually have a worse track record on shutdowns than the average startup? Random 10 person companies shut down all the time, but we seem to pay extra attention when it's a 10 person team inside Google.
When I get involved with a random 10 person company, I know what I'm getting into. Using the google brand provides(provided) a sense of respectability and deeper pockets/longer term vision. Some users, I believe rightfully so, feel betrayed by google's lackadaisical approach to starting and shutting down projects. Especially when comparing the effort to market vs create a great product. Like google +, it was shoved d…
Hire user here. IMO the product was functional (and cheap relative to the market) but not good. There were a lot of UX quirks that made it feel like an outside consultancy slapped some “Material” design on a pre-built app and called it a day. Really I would’ve liked to see a product like this be a meta-layer on top of GSuite productivity tools. ie Interview feedback forms should be a Forms form, the job board should…
Google's replacement motto for "Don't be evil" is "Launch and forget."