Hi! So, at every step -- from conception to funding to building the team and now building the product -- we have done so to build a big, successful public company. Not only do we (the founders) share that conviction, but it is shared by our investors and employees as well. For better or for ill, we are -- as we memorably declared to one investor -- ride or die.
Also, if it's of any solace, I really don't think any of the existing players would be terribly interested in buying a company that has so thoroughly and unequivocally rejected so many of their accrued decisions! ;) I'm pretty sure their due diligence would reveal that we have taken a first principles approach here that is anathema to the iterative one they have taken for decades -- and indeed, these companies have shown time and time again that they don't want to risk their existing product lines to a fresh approach, no matter how badly customers want it.
I read through your "Compensation as a Reflection of Values" article [1] and just wanted to say that I love it. It reflects and relates so much to my own values towards work, as a life philosophy, that I felt refreshed knowing others not only think this way but also have the power to implement such a culture. Thanks for trying that, I hope it becomes something more common to workers in general.
Your approach to pay is really refreshing and attractive as an engineer, and also seems like the exact type of thing most VC or larger tech firms would really hate. That alone feels like evidence of your conviction
Ha! Well, I think our investors think we're very idiosyncratic -- but they also can't help but admire the results: a singular team, drawn in part by not having to worry about the Game of Thrones that is most corporate comp structures. ;)
Smaller teams will always win the communication overhead comparison even without thinking about organizational trees and therefore indirections too much. Communication is one of the biggest problems in organizations and the society, so more direct and therefore clearer communication can make the organization more efficient and keep the spirits high. It also doesn't hurt to have a team made only of extremely senior engineers or other professionals in their field. Even better, if those engineers are great personalities too. There is only one culprit: you have to have a very capable driver to put this powerful engine to good use so to say. If you drive the powerful engine in the wrong direction, you are actually putting more, not less distance between the destination and your current position. It seems, the goal for Oxide Computer is clear and I wholeheartedly wish you the best of luck.
I hope you are able to keep the investors convinced and stick with it! I'm a Swedish-American that's mostly lived in the US, but has been working back in Sweden for the last 4 years. I'm culturally mostly Californian, but the work atmosphere in Sweden is just less cut throat and much nicer. You pay with salary sure, but it's definitely worth it. Your descriptions on the website feel a bit similar.
I presume you wouldn't consider European remote given your PST timezone requirement, but I guess I'll consider your company one of those dream places to work were I to make my return to the US!
I was literally remarking to a workmate 'this looks like Sun 2.0', then I see who's on the team :). Congrats, I'll be keeping an eye out if you ever start shipping to Australia.
We're getting there! My second shot was yesterday, and Steve and Jess are both completely done -- so we expect to get back to the garage soon! In the meantime, fellow Oxide engineer Adam Leventhal and I have been doing a Twitter Space every Monday at 5p Pacific; so far, it's been incredible with some amazing people dropping by -- come hang out!
Any thoughts on re-listening to your previous podcasts, finding interesting topics that were either skipped or digressed from and inviting back the guests to do a Q&A style podcast? I feel there are deep wells of interesting topics to be discussed.
See, my immediate reaction was that Oxide is by Sun people who are still scarred by that acquisition; they'll fight tooth and nail to avoid a repeat and if it did get forced through there would be an immediate and complete exodus.
Well, that one too. Honestly, one of the consequences of having a team consisting mostly (but not entirely!) of industry vets: we've collectively seen a lot of shit. In fact, a topic I would never want to bring up among Oxide employees: who has had an acquisition in their career gone the worst? There are just too many contenders, which itself is a sad commentary on the industry!
Fortunately, some of those same DSSD folks have joined us at Oxide -- and let's just say that they are of like mind with respect to Oxide's approach. ;)
That requires them to be publicly traded (which I don’t think oxide is), or for a majority of the private share holders to essentially give up on the company.
Now I don’t know how oxide is set up, but I’d assume the founders still retain the large majority of shares.
Also, if it's of any solace, I really don't think any of the existing players would be terribly interested in buying a company that has so thoroughly and unequivocally rejected so many of their accrued decisions! ;) I'm pretty sure their due diligence would reveal that we have taken a first principles approach here that is anathema to the iterative one they have taken for decades -- and indeed, these companies have shown time and time again that they don't want to risk their existing product lines to a fresh approach, no matter how badly customers want it.