skysight-inc/HackerNews huggingface dataset:
>Unless you send a photo of your face, they will have no idea who sent it.

Or unless your camera embeds metadata that they can match up to other photos.

Or unless they can otherwise identify you through other things in the photo, or other features of the photo.

Or unless we have a bug in our service.

Or unless your your internet connection leaks information they can get at.

Or unless we are bugged by any one of any number of governments.

Or unless we are hacked.

Or unless this site is a sting or scam of some sort.

Or unless there's a court order.

Or unless there's an extra-judicial surveillance in place.

Or unless we change our Terms and Conditions.

Or unless someone else buys us and changes our Terms and Conditions.

Or unless we are lying.

Nah, I wouldn't trust this. Not that I need such a site in any case.. I can't really imagine it being used for anything good.
Social engineering would be HUMINT, not SIGINT.
The bug wasn't even implemented 10 years ago.
"Shoddy work" is maybe a little over-the-top, but I certainly agree that they've screwed up here by not thinking through the implications of the system within which they've made all their design/coding choices (or considering the impenetrability of the system to outside developers, who's work they're happy to use, but who then have very few other workable option except "public shaming" when this sort of unintended consequence occurs).
Nasa Orders Spacewalk to Repair Serious Computer Malfunction at ISS
Oh yeah, I'm not saying IE6 didn't do a lot wrong, just that this wasn't one of them.

But I also think it's worth remembering that IE5/6 also featured a lot of early experiments in things that are now considered essential components in the web. XMLHttpRequest was a huge advancement, and while ActiveX was obviously crappy it was at least part of an attempt at creating a more dynamic web.
Google, once disdainful of lobbying, now a master of Washington influence
Sorry to barge in on this thread - but I have a question that turns this on its head.

Let's say you are a brilliant CTO/cofounder, but you are already doing something. Now you had this idea (or someone else had this idea) ... and you want to set them up for seed/series-A round and then you want to leave. assumption - you trust the CEO to not screw you.

How do you structure your equity compensation so that you have some benefit after 5 years?
One of the thoughts I had was to show the short-term CTO as an investor with vested stock (in return for some negligible investment ... say 100$). Does this protect you from future investor rounds ?
Show HN: Feature Rollout for Node.js
>>What matters in business is loyalty, not skills.You'll learn it soon enough.

You got that one right.
A much more thorough version: https://gist.github.com/nickloewen/10565777
Provided you're not writing anything that detrimentally impacts the product, there's no reason for you to leave. It's your company.

Now I say this not so you can sit back and let others do the hard work, but for you to figure out how else you can contribute. Every startup, hell every mature company, has issues to deal with on a daily basis. I would be very surprised if there wasn't something else you could be doing for the company.

Worst comes to worst, your job from here on out is to do the tasks nobody else wants to do. From a technical perspective that could mean things like sanitizing the database (if it needs it) or going back and writing some good tests for already-implemented code. From a business perspective, this could mean researching, scraping, generating leads to customers, users, etc. Hell, you can even be the glorified secretary by helping others manage their day-to-day tasks, schedules, appointments. Be the office janitor. Be the guy they send to campus events to talk to students.

If you can no longer contribute to the code for your product, that's OK. There's a million and one things you can do outside that realm to support the product as well as your teammates.

Of course you can always buckle down on your coding game and get better at it. Take online courses. If you (and your company) can afford the time and money, go to one of those schools that teach you to be a better programmer. Tell your CTO that you want to get better and want to learn from him/her.

Be the glue that holds everyone together. Be the swing man that can bounce from activity to activity and ensure everything is running smoothly. Be the founder who's relentlessly resourceful and continues to move the company forward in any shape or form.
is it possible that you stop writing code for few months, revisit your programming skill and meanwhile remain active on administration level ???
If you think ur coding is not good, then there is always a chance to improve.
And leaving the company is out of question. You have founded it. So you MUST be there because every story dont end like Steve Job's firing from Apple.
Cannot agree more with you on this. When I read this, Dropbox is the first thing which came to my mind.

"When did the first sync web sites start coming out? 1999? There were a million versions. xdrive, mydrive, idrive, youdrive, wealldrive for ice cream. Nobody cared then and nobody cares now, because synchronizing files is just not a killer application. I'm sorry. It seems like it should be. But it's not."
Uh, you are a founder. Nobody asks you to leave. You took part of the risk to start the company, the new CTO did not. He does not get to tell you to leave. Ever. Period. I'm actually shocked that you're even considering it.
I'd immediately fire the guy. He works for you not the other way around. You are the co-founder, the big kahuna - not some engineer they hired along the way. Fire his pompous ass.
He has overstepped his boundaries. The CTO works for the founders, he cannot really fire you (asking you to leave is just a polite war of phrasing it). Remind him that it is the duty of any smart manager to hire people who are smarter than him. That is what you did.

My guess is that your position with your cofounder is rather weak at the moment. The cofounder is probably stepping back and saying "This CTO guy knows what he is doing and if I have to choose, I would much rather go with him". That is a tough situation to be in. If that is true, it isn't your CTO firing you (he is just the front man), it is your cofounder. In fact, ONLY your cofounder can fire you (or your investors if you have sold them a big enough share).
Tell him if he'd like a different boss he should work for a different company. It's your company, he's your employee, and he shouldn't have taken the job if he didn't want to work with and for you, and he's not the right person for the job if he can't.
As mentioned I would have a lawyer review your contracts thoroughly. When money starts coming in the door, the game changes completely. Situations can be brutal, don't be one of the sad stories.
How Japan Copied American Culture and Made it Better
Python script to delete merged git branches
This is your company, not the CTO's. It's time to fire him.

The ability to code really doesn't have much to do in the long run to the company success. Of the two founders at the company I work for, both could code but one hasn't in a long time and the other only does on occasion. As the team has grown, their responsibilities have shifted. Yours will too.
I decided to roll that commit back — I'm hopeful Apple's going to whitelist the APIs early next week (and honestly, it's an otherwise unnecessary API change).
I really don't understand this story, most tech entrepreneurs with successful companies have to hire people better than them, mark zuckerberg, jack dorsey(especially the twitter guys), snapchat etc. You 2 guys are the founders and hired a CTO and the CTO is telling you to leave, imagine the CTO of snapchat telling Evan Spiegal who cannot code to leave, it just doesn't add up.

If i had to guess, your cofounder who is the business guy realizes that the CTO is a better coder than you and is trying to push you out and offer the CTO a better share of the company. You really need to stand up for yourself, do not limit yourself or feel inferior, i mean even Larry and Sergey had to get better programmers than them.
I note that Department of Homeland Security funded Coverity Scan service for 3 years to find bugs in open source software using static analysis, resulting in more than 6000 bugs fixed.

(Coverity Scan contract expired in 2009, but Coverify found out finding bugs in open source software is a great marketing campaign anyway, and continued the service.)
mouth fart noise if you use GPL for your code on OS X/iOS, nobody will use it due to earlier issues with submitting GPL apps to the App Stores. Friends don't let friends GPL.
This "enterprise grade" terminology is suspicious. Did this CTO come up with that as a way to sell his value?

Too often in our industry the word "enterprise" is a smokescreen. Did he bring some real value to the table in terms of what the customer is seeing, or just some basic good development practices sprinkled with magic "enterprise" fairy dust?

Regardless, I have to agree with the other commenters. This guy is not your friend, he is not being straight with you, and he is not looking out for your interests. He could be a massive sociopath asshole, or maybe just an aggressive alpha nerd who doesn't know how to deal with personal problems.

Make sure you're protected. Your equity and your relationship with your cofounder are the two most important things to get covered against this guy, in that order.
You ever tip the chef? The guy who cleans the table after you? The lady who cleans the dishes? Or the guy sits at the cash counter? Or the guy who opens and closes the door after you? Or the guy who walks around taking everyone's orders?

So why do we start making a noise when it comes to tipping a waiter? Is it only him/her in a restaurant who deserves to make some extra money? Or others are well paid? Well, then why not pay him well too?

I have always found this attitude, that not tipping means you get the service what you pay for, disturbing. This is regressive. The worse are the people who chime in with their moronic "if you can't tip, stay at home". All the good restaurants I've been to, the ones which are famous for both the food and service, offer good food and service and food whether you tip or not. If there's an exception that restaurant needs to have a closer look on its policies and staff.
This.

Being asked to "leave in 3-6 months" is the new CTO's opening gambit in the negotiation you're about to start.

Your _worst_ negotiating option will be to say "OK, bye".

Work out what you want.

Work out your best idea of what the CTO/company wants (depending on what you want, the first step here is most likely to be asking them outright - if what you want most is to get rid of this CTO, this step will need to be approached much more subtly and delicately, and probably with someone much more experience helping you out).

Work out some "next best alternatives" to your optimal outcome, and what you'd accept as compensation for agreeing to those non-optimal alternatives.

Mostly though - work out what _you_ want - and why, and once you've done that, look at it with the most objective view you can and determine if it's actually plausible and realistic. (To be honest, a guy who wasn't even writing tests a few months ago _isn't_ going to be the technical lead or chief architect of an enterprise software startup - at least not a startup with a high chance of succeeding or getting serious funding. Be realistic here.)

If it's just the vesting(/money) - you'll negotiate one way. It's it's actually an ego/ownership/founderdhip issue for you, then acknowledge that (at least to yourself) and work out how to negotiate your desired outcome while keeping that perspective firmly in mind (and seriously, think about whether you need to rethink that - if it's mostly an ego thing).
There is a recent book by Sussman and Wisdom that goes over Differential Geometry with a focus on Physics applications.

http://groups.csail.mit.edu/mac/users/gjs/6946/calculus-inde...
http://www.amazon.com/gp/product/0262019345/

Edit: included Amazon link.
I don't know anything about business or founding a startup: but as an engineer in one, if you have hired a CTO who is better at engineering than you (kudos!) and he/she has asked you to stop writing production code, you should listen. Coding "for old times sake" is pretty damaging when a team of actually trained engineers has just got your old broken code-base under control and instituted better engineering practices. This is part of the typical startup lifecycle: the code that got you here isn't going to get you to the next place, and it's your job to find, hire and enable better engineers to get you to the next level.

But if he actually is asking you to leave the company? He can fuck himself. But seriously, if it is clear that you are hurting more than helping by writing code, please stop. Keep learning, and ease into contributing again slowly.
> many of the zero days held by the Chinese are likely to be the same zero days being withheld the N.S.A

Are you sure?
Nobody is being rejected for this issue — Apple seems to be ignoring it as overzealousness from the validator. It's just a validation warning, but you'd be amazed how upset some developers get about it.

We've had numerous issues filed about it on the MagicalRecord issue tracker (which is what prompted me to hassle Wolf about it in the first place).
I ask in earnest: why do so many people dislike W3Schools so much? It always seemed pretty helpful to me.
Online dating sites are flawed
EDIT: He's not asking me to leave now, since I'm still desperately needed, but in 3-6 months time after we have raised more funding.

Then you are in a relatively strong bargaining position now, but it will probably get dramatically weaker very soon if you do not act.

I agree with those who said you need to take proper legal advice about how secure whatever stake you have in the company really is if they try to take it from you. For example, it is surprising that you mentioned any problems with vesting; as a co-founder, do you not have a certain share of the equity outright? Remember that you are wearing at least two hats here, one as co-founder/investor/equity holder and the other as original chief geek, and hopefully these are completely separate.

In any case, if they need you to get to the big time, then you are in a good position to negotiate mutually acceptable terms for your future and should take immediate steps to do so. It sounds like the best outcome might be a (hopefully amicable) separation, if the professional relationship doesn't look like it has a future, but in that case you're well within your rights to expect fair compensation for anything you're giving up.

But before you do anything else, talk to a lawyer who specialises in this kind of subject, discuss the details of your exact situation, and take advice accordingly.
Fire him, or something. Unless you're some weird 1% founder and the CTO has a 10% stake, this is simply not his call to make. Even suggesting it is out of line.

Programmers get fucked all the time because they lack power in companies, even over things that aren't particularly their fault. You may fancy yourself as someone who is enlightened and listens to his employees. All well and good, but you are not obligated to participate in your own ousting.

You took a bunch of risk, did a ton of work, etc. This is the time to harvest that, not be obsessed with justice. He can start his own damn company if he's so smart.
You know what, here's the example I give you. Please have a look (may not happen in your place but happens everywhere else):

- You have got to get your store's license renewed but there's a huge lag and there are many people ahead line: Pay the officer, problem solved.

- Need to renew your passport: Pay the consul officer, you get it all expedited.

- etc etc

Yes, that's exactly what you are doing. You are bribing them to do something that they should do normally. They will basically keep misplacing other people's deliveries, treat other guests bad, losing others' luggage, making others take their day off, not do plumbing in time, not fix people's flats, while they do yours because you pay them some "extra money".

Rephrase it what you want but we are talking about clear bribes here.
Ask PG: Displaying number of comments on HN posts
PG, could you please explain how HN decides when to show/hide the total number of comments on a post?

When there are 0 comments on a story, the link is shown as "discuss". The link changes to "1 comment" or "N comments" for N>1. However, at some point, it changes just to "comments" with no number shown.

As far as I can tell, the change is independent of the number of comments and there doesn't seem to be any particular length of time from when the story was submitted that triggers the change. The behaviour also seems to be different depending on whether you are logged in or not.

I know it is only a minor aspect of the site, but I have been curious about how it works for a while. Also, what was the logic (if any) in taking this approach?
Without knowing any of the specifics--how long you've been in business, how much you've raised so far, the number of employees, the market opportunity, competitive landscape, runway, how much experience you and your other founder had, how much experience the CTO had, etc, etc, etc--I can't imagine trying to give you any advice other than to...

1) Ask yourself these questions:

* Did I get into this for a quick payday or to build a business?

* How could I best contribute to the business if I stayed? Is that something I want to do?

* Are these people I'd want to stay and work with indefinitely?

* If I had to walk away today and give up all my stock, what dollar value would I put on my contributions (both assets and effort) to date?

* If I had to walk away today, how much cash would I need to comfortably cover the downtime until I find what's next?

2) Talk to a personal attorney who has some experience working with start-ups, fundraising, etc. Someone who's negotiated founder contracts and separation agreements.

3) If you know them well enough, talk to the board, advisors, and/or investors who participated in your last round and ask their advice.

If they want you to leave after the next round, then that probably needs to be part of the conversations with potential investors. If you're a founder and have a large chunk of stock, it's not unlikely that they'd want to buy most or all of it back from you with proceeds from the next round.
Scala also has a direct lineage to Wirth through Martin Odersky.
What decision makes you happiest in the rest of your life?

If you measure that by money, go ahead.

Will you be happier staying and contributing? Or happier knowing you got it from first to second gear, and now they will grow what you started?

Practically, a question of ownership and rights comes into play - what does your contract/stock/employment agreement say?

Also pragmatically, since he's asking you to do something after ( after = IF ) you raise more funding, just say sure, let's talk about it then.

No reason to agree to a hypothetical, agree that you will be open minded and review it then.
You seem to think it matters what the CTO thinks of the co-founder.
> This has little sense to me. A startup think about next week and do no plan like that.

Clearly this CTO has his shit together. Seriously! Thats the job of a CTO for a company that has traction. What you claim is only true if the company doesn't yet have some kind of traction.
Sorry if this is a silly question, but is this simply the Heartbleed bug? Or is this a different memory leak bug?
Are we going to post every new OpenSSL bug until everyone switches to miTLS?
there's plenty of other good tactical advice here, but i would like to say something more general:

this is the point in your life where you decide to be a lion, or a lamb. the hyenas are circling and they're not going away.
Is he sure that's it's likely? I'm sure that it's likely he does.
> He's trying to fuck you over.

Do you always assume people are full of malice based on one side of the story or...
Happens to me from time to time, I'm a web developer.

I'm 26, coding since 15 and working since 19. I still love my craft as a hobby, but I'm unable to find a stress free job since 2010.
> My question is, does he have a point?

No. He is making the wrong assumption here "that he wouldn't hire me if I wasn't already a founder and not what the company needs". First you ARE a founder- I genuinely do not believe you can't learn the knowledge you needed given how motivated you are. And you are learning. Second, he already admit you are what the company needs (at least during this 3-6 months), so why is he BS you to leave? He's mindset is so wrong for the startup world, just assuming things will take-off and by-then you are not needed anymore. You are desperately needed now; that makes you valuable. Your company probably can't make it to the next milestone in 3-6 months without you, at least it will take longer to hit milestones longer without you. You are valuable, and you feel for the company, just tell him that.

> Is this something that is common?

Yes, but not quite often at this early stage of a startup. I smell some politics of him. Do you two get along well besides tech issues in the company? Since he knows you are still desperately needed now, and he is still making BS about advising you to leave, I can only conclude he probably does not like you (not just in tech realms), and he clearly does not care about the success of the company as much as I do (the company still needs you to be successful at least at this stage of growth).

> Has he overstepped the boundaries?

First thing first, just learn things you need to know fast. You will know when you are making great contributions to the company, and you want that. Don't let your CTO stops you from that. At least when you are working, don't think about the issue with him and grow fast as a coder. I suggest a conversation with him off the work time. If I were you, I would like to know if he had issues with me beyond his doubt in my tech ability.

> It is in my interest however to remain in the company because my equity is vested, the sooner I leave the less I will get in return, apart from my time, and opportunity cost I invested all my personal wealth.

Did you have cliff in your equity vesting? If so have you past the cliff period? I really don't recommend you to leave before all your cliff equity are vested, otherwise you will get next to nothing. Manage to stay with your company at least in the cliff period. Your company wouldn't make this far without you, your company owes you that, and you know through what it should pay you off? Equity. So just manage to get the credit where credit is due.

---

May the best luck be with you.
appears to be a different bug. nothing as big as heartbleed though from what I can tell.
I spoke at PyCon, and it was my first time speaking at a major conference. If any HN'er with some spare time (or interest in the topic!) would like to give me feedback on what's good and bad about my talk, and what I can do to improve next time, it'd be very much appreciated.

Thanks!

http://pyvideo.org/video/2578/cache-me-if-you-can-memcached-...
PC gaming: Not just still alive, but still dominant
Not a silly question. Not all of us know which bug report is which sensationalised bug name. I know I don't.
Admittedly, some bugs deserve to be sensationalised.
How is doing a blog post that will be seen by the relevant engineers different to posting to the Apple Developer mailing lists?

This wasn't disclosure of a security flaw, or anything that was going to cause damage to Apple or it's users. Personally, I don't have a problem with things like this being used for professional gain — Jon did the legwork to figure out where the problem was, and wrote it up. Kudos to him.

There's a limit to all politicking, especially when you're dealing with an organisation like Apple. There are no reliable, responsive channels for effecting change at Apple. First person to suggest radar gets a kick in the unmentionables.