31–40 of 40 posts
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That sounds perfectly reasonable. Rules of thumb: If a business has to operate 24/7 worldwide (and maybe even have office in multiple locations), it's gonna need over 100 employees. There is no sane way around that. You don't want to be in a business with less than that many, trust me ;)
WhatsApp was operating with 650m MAUs, 24/7, and was purchased for $19 billion. How many employees did it have? 55.
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Apparently you have never worked in a NOC? You need one team of three for 24/7 NOC coverage, even for a worldwide customer base. Preferably four or more but three will do for a while. Tickets are automatically generated from alerts for anything from unusual web server logs to disks filling up to network bandwidth spikes to slow SQL queries, etc. The NOC staffer attempts to resolve problems on their own, and identifie…
I am pretty sure that people are not legally allowed to work 8 hours per day, for 7 days per week every week ;)
Part time NOC gets six to twelve hour shifts as needed, and you don't need them 24 hours, you only need them during non office hours.
Weekends are the only time they're there 24 hours, and usually one engineer, developer, devops, *admin, manager, etc rotates out a shift so they have to be familiar with how the system works in case someone gets sick or takes vacation.
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Apparently you have never worked in a NOC? You need one team of three for 24/7 NOC coverage, even for a worldwide customer base. Preferably four or more but three will do for a while. Tickets are automatically generated from alerts for anything from unusual web server logs to disks filling up to network bandwidth spikes to slow SQL queries, etc. The NOC staffer attempts to resolve problems on their own, and identifie…
3 people who never get sick, never go on vacation or training, who never experience denial of physical access (or who actually live inside the NOC??) Oh, you are talking about people who just phone other people, well you need to include the "other people" in your number.
Two people on shift per weekday, three on weekends, and a non-NOC staff member works a shift on a weekend so they can cover sick time and vacation people. It's not that hard.
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WhatsApp was operating with 650m MAUs, 24/7, and was purchased for $19 billion. How many employees did it have? 55.
Just because it's possible doesn't mean it's a good idea ;)
Maybe the fact that WhatsApp was colossally successful, more so than nearly any other startup -- this was the largest ever acquisition of a venture-backed company -- should get you to update your priors on what kind of scaling practice is a "good idea" and what isn't.
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3 people who never get sick, never go on vacation or training, who never experience denial of physical access (or who actually live inside the NOC??) Oh, you are talking about people who just phone other people, well you need to include the "other people" in your number.
The "other people" are just people in your company. They aren't on call, but since they own the thing that's broken they get called, it's standard escalation. Two people on shift per weekday, three on weekends, and a non-NOC staff member works a shift on a weekend so they can cover sick time and vacation people. It's not that hard.
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Just because it's possible doesn't mean it's a good idea ;)
They were acquired for 19 billion dollars, so they were very obviously doing things right. Your condescending snark seems misplaced. Maybe the fact that WhatsApp was colossally successful, more so than nearly any other startup -- this was the largest ever acquisition of a venture-backed company -- should get you to update your priors on what kind of scaling practice is a "good idea" and what isn't.
It quickly turns out that WhatsApp could have a nice exit, so it made sense for some employees to sacrifice a bit of work-life balance, instead of looking for another job.
Your mileage may vary depending on "How many direct phone calls from customers does your company get when the service is unavailable for 10 minutes? and how much money is lost?" We don't have this data on WhatsApp.
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They were acquired for 19 billion dollars, so they were very obviously doing things right. Your condescending snark seems misplaced. Maybe the fact that WhatsApp was colossally successful, more so than nearly any other startup -- this was the largest ever acquisition of a venture-backed company -- should get you to update your priors on what kind of scaling practice is a "good idea" and what isn't.
If you don't mind, I'd rather give a different view of WhatsApp and on-call. It quickly turns out that WhatsApp could have a nice exit, so it made sense for some employees to sacrifice a bit of work-life balance, instead of looking for another job. Your mileage may vary depending on "How many direct phone calls from customers does your company get when the service is unavailable for 10 minutes? and how much money is…
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If you don't mind, I'd rather give a different view of WhatsApp and on-call. It quickly turns out that WhatsApp could have a nice exit, so it made sense for some employees to sacrifice a bit of work-life balance, instead of looking for another job. Your mileage may vary depending on "How many direct phone calls from customers does your company get when the service is unavailable for 10 minutes? and how much money is…
Is there data on what the work-life balance at WhatsApp was like, pre-acquisition?
Do you have experience in 50 people startup growing like mad and going worldwide? I've been there and I've seen how bad it can be for people responsible for the critical pieces of the tech. WhatsApp is no magic. Lots of hard work and elbow grease.
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The "other people" are just people in your company. They aren't on call, but since they own the thing that's broken they get called, it's standard escalation. Two people on shift per weekday, three on weekends, and a non-NOC staff member works a shift on a weekend so they can cover sick time and vacation people. It's not that hard.
Your people are doing 12-hour shifts every day, and only get sick at weekends?? I call shenanigans.