In many ways it's the same as it ever was.

If you have a lot of gray hairs, you probably remember The Dot-Com era. Before the bust it attracted a lot of bad talent from programmers all the way up to founders and investors. The joke of the time said if you could spell 'H-T-M-L' you could get a high paying job. Whole companies were founded or saw valuations triple when they added the magical ".com" to their name, much like "AI" is today.

When the bust finally happened, companies would turn to outsourcing. I still remember the headlines about Computer Science departments that saw their students halved on dismal job prospects. Why go into a field that was getting shipped overseas? The whole developer pipeline cratered. Surprise, outsourcing wasn't the Silver Bullet, but the damage was already done as companies scrambled over the few programmers that stuck around. As things started to recover, the 2008 crisis hit and saw another decimation.

This meant there was a critical shortage of senior talent and mentors as we entered the ZIRP era. Low supply of programmers and companies meant the industry was ripe for the flood of money that followed.

If you ever wondered why we seem to repeat architecture patterns in programming, look no further than the binging and purging of talent that follows hype bubbles. Before even the Dot-Com bubble was the previous bubble of the 80s, and that collapse would lay the seeds for the Dot-Com bubble to follow. And then there was the 1960s bubble. All of the purges flush out mentors, including all of the earned profession-wide knowledge from being in the trenches.

> The good news is that tech companies now live in (or at least a lot closer to) the “real world”. It was nice to be pampered, but there was a fundamental ridiculousness about it, even at the time. I know a lot of engineers who found that offputting, including myself. It’s why many engineers found the TV show Silicon Valley hard to watch - the satire was too real to laugh at. It was mainly embarrassing.

I deeply feel this sentiment, especially about the satire hitting too close to home. However, one offset of the "pampering" was endless rounds of fundraising made employee equity worthless. This was disastrous for retaining talent and incentivized the much maligned 'Job Hopping' of the era.

Some companies had beer on tap or espresso machines, but that came at the cost of actual ownership. It's one thing to watch your equity go to zero when the company burns. It's quite another when your equity goes to zero after repeated dilutions of every funding round. Combined with the sharp increase in housing prices and tax implications of non-liquid equity, the whole value-add of 'startups' vanished. This also broke the central mechanism Startups could use to retain talent; the vesting schedule with continued top-offs. All the incentives aligned with 'Job Hopping' and the incentives to stay were broken.

My current plan is to ride this wave through because we will have another shortage of senior talent and mentors once this bubble bursts. We're going to need people who remember, teach, and lead until the pipeline recovers. But critical institutional and profession-wide knowledge will be lost and we'll reinvent architectures from twenty+ years ago all over again. It is hard, and remain hard for a while, but I'm betting on it getting better after a few years. Computers are going nowhere.