> Google plays in a field where maintenance costs are a rounding error. You can basically freeze a product and keep it running forever for pennies, and these products get embedded in our daily lives, which is why killing it looks so bad
That would be nice if it was true, but that is not how it plays out at most tech companies.
I have specifically targeted this in my career, thinking about engineering productivity and even spent a number of years working at a company that provided software for manufacturing and explicitly learning about lessons learned in that field.
What usually happens is maintenance costs are not taken into account when building a product and a team is not disbanded after building something. They continue to run the larger teams/orgs until one day some VP looks at the expenses and decides to simply kill the entire product.
So in a world of having hiring freezes, having someone come in to help reduce total costs, from AWS to headcount is a way to free up people and get "new hires" without additional cost.
Some companies and individuals seem to get this instinctively, but many are happy to not make waves and try to improve the system. For some in management, adding value without headcount doesn't mean anything for them individually so they wont.
Increasing the total value over total costs of teams and orgs is my jam. I can take over products that have high maintenance burden, but are valuable, dramatically reduce the maintenance burden, then turn around with my free headcount and go and do it again and again growing the total value produced. This is the 10X-100X game.