> Where did the hiring managers come from? Poofed out of nowhere?
Now you're talking about founders, which is !=== CEO. I have respect for founders - they built something. If the founder happens to still be the CEO, then same. If instead it's just yet another suit, then no, they had nothing to do with the hiring manager.
> How did they know what to hire? Just made up their own direction?
I mean, yeah? Do you think that everyone under the CEO is a helpless infant, incapable of independent thought?
> You even reference Scrum like that means anything in the areas we're discussing.
Because they stem from the same line of thinking - that workers must be managed, lest they wander aimlessly and destroy the company.
> This line of thinking is so typical for a developer.
Two fun facts: I'm not a dev (SRE/DBRE), and tech is not where I gained this line of thinking. I spent a decade as a nuclear reactor operator on a fast-attack submarine. Submariners in general are taught to be independent, and fully capable of taking over someone else's duties when necessary. Nuclear-trained personnel, even more so, and those who actually operate the reactor (me) yet more.
Could a submarine leave port without the Captain? Ideally not (and the Navy would never let it happen if they had a choice), but we are absolutely trained to do so. Hurricane prep during in-port periods mostly consists of making sure the duty section are the good ones, because if it hits, whoever is on the boat is going to start her up _real fast_, take her out, and submerge. A $2 billion warship is entrusted to a skeleton crew of personnel because we know what we're doing.
It's worth noting that Google - who invented SRE - heavily borrowed from the Nuclear Navy [0].
[0]: https://sre.google/sre-book/lessons-learned/