| 31. | | Visa Makes A Strategic Investment In Disruptive Mobile Payments Startup Square (techcrunch.com) |
| 77 points by Straubiz on April 27, 2011 | 31 comments |
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| 32. | | The CEO’s CEO (bhorowitz.com) |
| 76 points by jayliew on April 27, 2011 | 2 comments |
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| 33. | | The Algebra of Data and the Calculus of Mutation (lab49.com) |
| 72 points by thekguy on April 27, 2011 | 10 comments |
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| 34. | | How do you use 1Gbps Internet links? Chattanooga residents find out (arstechnica.com) |
| 68 points by evo_9 on April 27, 2011 | 47 comments |
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| 37. | | CSS Markup Detective (red-root.com) |
| 65 points by franze on April 27, 2011 | 14 comments |
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| 38. | | EFF's fair use win over Righthaven: it's hard out here for a troll (eff.org) |
| 65 points by grellas on April 27, 2011 | 1 comment |
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| 39. | | Noah's Original Mint.com Marketing Proposal (jasonputorti.com) |
| 62 points by turoczy on April 27, 2011 | 4 comments |
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| 40. | | Office Hours (avc.com) |
| 61 points by bjonathan on April 27, 2011 | 18 comments |
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| 43. | | Mass produced Gasoline from Algae is a reality next year in 2012 (pbs.org) |
| 54 points by ck2 on April 27, 2011 | 65 comments |
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| 44. | | Chris Dixon, I love you man but you are wrong (thoughtsonconsumerweb.com) |
| 52 points by satishmreddy on April 27, 2011 | 34 comments |
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| 45. | | Visa Backs Jack Dorsey's Square (wsj.com) |
| 52 points by wyclif on April 27, 2011 | 10 comments |
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| 49. | | A $1M seed round's investor connections visually mapped. (quora.com) |
| 50 points by mmaunder on April 27, 2011 | 8 comments |
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| 53. | | Reflections on startup life: Week 76 (Y Combinator Interview) (timbull.com) |
| 46 points by zaveri on April 27, 2011 | 19 comments |
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| 56. |  | [YC W11] Stealth payments startup looking for lead UI/UX Designer |
| on April 27, 2011 |
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| 57. | | There are two kinds of people in the world (cdixon.org) |
| 43 points by peter123 on April 27, 2011 | 28 comments |
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| 60. | | It Will Be Awesome if They Don’t Screw it Up: 3D Printing (publicknowledge.org) |
| 41 points by follower on April 27, 2011 | 11 comments |
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On the other hand, when you're in the trenches of a product team at Amazon, good engineering takes a back seat to features, deadlines, and keeping everything running. There was an incredible amount of pressure from the top to maintain high levels of service, but not a lot of support for taking the time to refactor or rework those systems to address the underlying causes of service disruption. Everything was always an emergency, but we always had to make the shallow fixes.
Overall, I'm much happier at Google where there is a lot of support for good engineering at all levels of the organization, not just as a means to an end, but as an end in itself.