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That paying more insures quality software delivered by humans is delusional as well. Half the early startup code I’ve seen delivered by agencies can best be described as performance art. At least with AI delivered code the most likely output is some middle of the road boilerplate.
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I know a couple of people who have sort of done that, including one person who made an app to view all books in all libraries of Delhi. He bought a nice sedan with his seed money and bragged about it. (probably worth a few lakhs easily, not like a high end one but better than what I had cause I had just graduated and was interning)
>app to view all books in all libraries of Delhi Is this an example of a scam or a legit app? Sounds nice but not profitable.
Example for Birmingham: https://www.birmingham.gov.uk/info/50163/library_services/15...
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In the UK if the funds cannot be recovered the bank takes the loss for push fraud. https://www.which.co.uk/consumer-rights/advice/what-to-do-if... It has made banks very nervous about transfers as even payments to a legitimate business can be part of a a fraud (e.g. buy gold and hand it over to the fraudster for "safe keeping") and people have complained they have had problems making legitimate transfers.
Oh, that really explains some stories I have heard about cars. That banks simply refuse some purchases from more independent sellers. Sometimes the fraud detection and avoidance can go too far.
It is likely to come up a lot with private sales. Banks are unlikely to let the seller deposit cash (because of money laundering rules), so if they do not allow a payment by transfer its going to become impossible.
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> Someone who is good at sales should not have to reject clients because something is difficult. What does that even mean, honestly? Because I would argue that a salesperson who doesn’t accurately represent the product or service they’re selling is a conman, and I think there is a fair bit of established law on the subject.
Ideally, skillsets should align. If a person sells well, but the company can't deliver on that sale, something clearly is amiss. It could be that the salesguy overpromised, executives saw what they wanted to see, or that the delivering team failed. FWIW, reading the article on that app, it did not sound particular awe-inspiring ( though kinda useful ) so it does not sound like level of technical challenge was the iss…
Earlier quoted context omitted.
Ideally, skillsets should align. If a person sells well, but the company can't deliver on that sale, something clearly is amiss. It could be that the salesguy overpromised, executives saw what they wanted to see, or that the delivering team failed. FWIW, reading the article on that app, it did not sound particular awe-inspiring ( though kinda useful ) so it does not sound like level of technical challenge was the iss…
But what does “sell well” mean, because once again, making sales is significantly easier when you’re unburdened by the truth. Are you saying it’s not the salesman’s fault that his product is crap so he needs to lie to make sales?
On the other hand, I think most reasonable people would agree that a lot of problems facing most businesses are exactly that dramatic. They might not be easy and the customer may not even know exactly what they want, which adds a level of spice into the mix, but are not in the impossible category.
I reiterate my previous position that the salesman should know what his team can actually do. Then again, so should the customer. Some yonks ago, we had a team present their product to our executives. Because of the nature of the product, a lot of it could ( had to ) be customized. The executives saw pretty charts of a potential future product, but somehow failed to understand the effort needed to get to that point since those pretty charts relied on a whole bunch of little things happening in the background. And I think we would agree that data visualization can be fun, challenging and interesting, but it is not exactly rocket science.
Almost inevitably, after a lot of delays and aggravation, the product rolled out with quarter of the promised features and no charts ( well, no reports, charts were technically there ). Whose fault is that? Was it salesmen, because they promised what genuinely could be?
Sadly, there is a lot of blame to go around, and while I saw some train wrecks in my career, I think my biggest pet peeve now is clear lack of preparation. The sheer amount of projects that had either no requirements or ridiculously broad requirements is enough to make me wonder how anything gets done.
Hell, two projects ago, I was forced to work with a vendor with no agreed requirements in place ( and it wasn't some data recording app like in the article, but enterprise level idiocy ). And when things inevitably went sideways, because where can they possibly go if there is no plan for something this big, I got to spend every god damn day in daily 'war room' going over minute details effectively doing the scoping that should have been waaaaaaay back when.