I wrote a few replies that you might find useful. Here's a collection[0].

You probably will skip the things that are basic to you. What you could have an impact on is the engineering aspect in a startup, especially if you have way more experience than people there. You could bring all that you have learned at your job to get engineering right while taking into account that not everything at a FAANG is applicable to the startup, and trying to make it that the problems these approaches try to deal with get dealt with.

Also establishing systems that don't have too much friction, and not becoming subservient to tools.

Bear in mind that in the context of a startup, everything is to be done by yourself or people you know. Nothing is "taken care of".

Putting the content of that message here:

>>>

Hi, here are a few things I wrote in here that could be useful. They are designed to improve remembering to do things, doing things, learn from doing things, make sure everyone knows what they should be doing, remember why we're/if we ought to be doing things in the first place, and doing the right things:

- https://news.ycombinator.com/item?id=19924100 (understanding codebases, etc.)

- https://news.ycombinator.com/item?id=22873103 (making the most out of meetings, leveraging your presence)

- https://news.ycombinator.com/item?id=22827841 (product development)

- https://news.ycombinator.com/item?id=20356222 (giving a damn)

- https://news.ycombinator.com/item?id=25008223 (If I disappear, what will happen)

- https://news.ycombinator.com/item?id=24972611 (about consulting and clients, but you can abstract that as "stakeholders", and understanding the problem your "client", who can be your manager, has.)

- https://news.ycombinator.com/item?id=24209518 (on taking notes. When you're told something, or receive a remark, make sure to make a note and learn from it whether it's a mistake, or a colleague showing you something useful, or a task you must accomplish.. don't be told things twice or worse. Be on the ball and reliable).

- https://news.ycombinator.com/item?id=24503365 (product, architecture, and impact on the team)

- https://news.ycombinator.com/item?id=22860716 (onboarding new hires to a codebase, what if it were you, improve code)

- https://news.ycombinator.com/item?id=22710623 (being efficient learning from video, hacks. Subsequent reply: https://news.ycombinator.com/item?id=22723586)

- https://news.ycombinator.com/item?id=21598632 (communication with the team, and subsequent reply: https://news.ycombinator.com/item?id=21614372)

- https://news.ycombinator.com/item?id=21427886 (template for taking minutes of meetings to dispatch to the team. Notes are in GitHub/GitLab so the team can access them, especially if they haven't attended).

- https://news.ycombinator.com/item?id=24177646 (communication, alignment)

- https://news.ycombinator.com/item?id=21808439 (useful things for the team and product that add leverage)

- https://news.ycombinator.com/item?id=20323660 (more meeting notes. Reply to a person who had trouble talking in corporate meetings)

- https://news.ycombinator.com/item?id=22715971 (management involvement as a spectrum)

<<<

- [0]: https://news.ycombinator.com/item?id=25025253