Umang Malhotra

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Umang Malhotra

Umang Malhotra

@goodguyumang

Science is the poetry of reality.

Bengaluru, India Katılım Mart 2015
731 Takip Edilen62 Takipçiler
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Jayant Bhandari
Jayant Bhandari@JayantBhandari5·
With the West tightening its immigration policies, more smart Indians will fail to leave. They will be forced to improve their Indian surroundings and will fight with their idiotic, petty-minded, corrupt leaders.
Jayant Bhandari@JayantBhandari5

Here is a woman challenging the utterly spineless and corrupt @BJP4India of Bombay and the thoroughly corrupt @mumbaipolice. Were this a man, she would have been taken to a police station to be turned into pulp. Among sheep, I was once like her--alone.

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Mindset Machine 
Mindset Machine @mindsetmachine·
Rules to get rich
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hinata
hinata@HinataMotivates·
Elon Musk on why he isn't on Instagram (2018)
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Sohel
Sohel@SohelBloom·
You’re bored because you’re not doing side quests, man. Life is more than just working and then throwing yourself into bed doing nothing. Here are 50 side quests to complete:
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The Driven Man
The Driven Man@Thedrivenman·
He really compressed 4 years of therapy into 60 seconds.
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Your Best Version
Your Best Version@YourPrimePath·
This 45-second experiment will change your life:
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Leaders 𝕏 Junction
Leaders 𝕏 Junction@LeadersJunction·
The most pressured member of the family isn't..
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Modern Dad
Modern Dad@ModernxDad·
Neuroscientist reveals how complaining changes your brain ‼️
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CG
CG@cgtwts·
Claude Code watching me write code manually
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MERICA MEMED
MERICA MEMED@Mericamemed·
Every dude knows
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Abhishek Singh
Abhishek Singh@0xlelouch_·
A Staff Engineer isn’t an “extra strong Senior.” It’s a fundamentally different job. At the Staff level, your primary output is decision quality, not code velocity. If the company only needed more throughput, they’d scale headcount or buy tools. They bring in Staff Engineers when the cost of a bad decision exceeds the cost of an extra hire. On paper, a team with multiple Staff Engineers looks inefficient. In practice, that leverage is what prevents the organization from collapsing under its own complexity. As systems grow, the biggest risk is no longer “can we build this?” but “are we building the right thing, the right way, at the right time?” A Staff Engineer’s real work starts when things are unclear: – Requirements are fuzzy – Trade-offs are uncomfortable – Deadlines conflict with correctness – Short-term wins threaten long-term health Your job is to slow the team down just enough to ask the questions others don’t have time—or permission—to ask. Where many new Staff Engineers go wrong is mistaking authority for impact. Complaining about legacy systems, proposing rewrites, or benchmarking against famous companies is easy. It feels productive. But without deep context, it’s just noise. Most legacy exists because it once solved a real problem under real constraints. A good Staff Engineer does the opposite: They learn why the system is the way it is. They understand the business pressures shaping technical decisions. They identify which constraints are real—and which ones can be challenged. The most valuable thing you do is not writing elegant code. It’s preventing irreversible mistakes: – Choosing the wrong abstraction too early – Over-engineering before scale exists – Under-engineering systems that must scale – Creating coupling that blocks future product moves You guide product and engineering leadership through trade-offs they don’t have the technical depth to fully see. You translate long-term technical risk into business language. You help the team avoid decisions that feel good this quarter but cripple the roadmap next year. Senior Engineers ship features. Staff Engineers protect the system and the business that depends on it. If you measure your impact by commits or tickets closed, you’ll miss the point. If nothing explodes on your watch, that’s usually success.
Makakmayum@makakmayum_sid

You aren't paid a Staff Engineer’s salary simply to write code faster than a Senior. If that were the goal, they would just hire two Seniors or buy an AI tool. On paper, a team of 15 containing four Staff Engineers looks inefficient. In reality, that ratio is the only thing keeping the business alive. You aren't there to close tickets during the calm; you are there to make the right call during the chaos. Your job is to prevent decisions that feel good today but destroy the architecture next year. You exist to stop technical debt from halting business growth. Yet, many new Staff Engineers miss this point entirely. Instead of stopping the bleeding, they spend their first month: Complaining about legacy systems. Asking why we aren't mimicking "Company X." Proposing total rewrites without understanding the business context. That is just noise. The company didn't hire a Principal Engineer to add more of it. Your value isn't in the code you write; it is in the clarity you bring. You are there to guide the Engineering and Product Managers so they don't get lost in the weeds. You aren't paid for the features you ship. You are paid for the catastrophic mistakes you prevent the team from making. Senior Engineers build the product. Staff Engineers protect the business. Don't confuse the two. -------------------- Check out my Java+Spring boot+Microservices+Design Patterns+System design ebook curated for interviews from here matamgi.com/java-interview…

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Dmitrii Kovanikov
Dmitrii Kovanikov@ChShersh·
The first 8 hours of working on a task is usually fighting the frustration from dealing with the code written by a previous engineer
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Abhishek Singh
Abhishek Singh@0xlelouch_·
Deep companionship isn’t something you “get.” It’s something that happens when you stop being fragmented. Everyone wants the feeling Bryan Johnson described, to be seen, appreciated, understood, loved. But most people chase companionship while carrying unresolved pain, preconceived notions, past dramas, and expectations into the present. You can’t meet another deeply if you haven’t yet met yourself deeply. First you become a whole person. Not half a person looking for completion. Not someone clinging, craving, or compensating. Not someone trying to heal through another. You become a human being who is: - joyful without a reason - not ruled by the past - not dragging emotional baggage - not projecting fears or patterns onto others - not desperate for outcomes You’re simply alive, doing your work, walking your path, not grasping at companionship and that’s exactly when companionship finds you. Just like Krishnamurti said: “When you are no longer seeking, what you are seeking comes.” Deep companionship emerges in the absence of demand. It flows when you don’t need another person to fill a hole inside you. It appears when two whole people can stand face-to-face - not as saviors, not as escape routes, but as mirrors, equals, and co-travelers. Become someone who can sit with themselves in joy and stillness, and you naturally become someone another can sit with in peace. That’s when relationships stop being a refuge from loneliness and become a celebration of life.
Bryan Johnson@bryan_johnson

Guys…I have a girlfriend. Now I know what you’re thinking…how is it possible that anyone would want to be with me? I understand where you’re coming from. I think the answer is: her puzzle piece fits mine. In my early twenties, I read the biography of the American founding father John Adams. He and his wife Abigail had one of the great partnerships in American history; intellectually matched, emotionally intertwined, and co-architects of something bigger than themselves. I wanted what they had. But it wasn’t within reach. Years before, I’d married in a sort of arranged Mormon marriage. Unsure how else to explain it. We were functional, but we weren’t John and Abigail. We split after thirteen years. At age 34, after selling Braintree Venmo, and emerging from a mismatched marriage and the repression of Mormonism, I set out to rebuild myself and find partnership.  I met a woman in LA who became my first-ever girlfriend. Coming from a sheltered background, I was blind to the obvious warnings. I was dangerously naive. That relationship unraveled and was followed by litigation. The experience was unnerving and left me wondering if I could ever trust again. By the time I was 44, I started reconciling with the possibility of a life without partnership. @_katetolo and I met at my brain interface company Kernel. She’d discovered my work using neurotechnology to improve human well-being and merge human and AI. Even though she’d been dreaming of a career in fashion, she was drawn to what she foresaw as the defining question of our time: how will humans successfully co-evolve with AI. We shared the same obsession. The puzzle piece fit was immediate, as immediate as either of us had ever experienced. Yet we maintained our professional boundaries. When we worked on our first project together, the back and forth was effortless. She could conceptualize and feel what I couldn’t and vice versa. It helped that both Kate and I had a natural disposition towards hard work. Our joy came from creation. Kate was luminescent. When I saw her about the office, butterflies fluttered in my stomach.  Each day she’d show up wearing some unexpected combination of colors, textures, styles and accessories. Always tasteful, playful and interesting. She didn’t chase fancy brands. Most of her clothing was from the thrift store. It wasn’t how she looked but how her mind worked: original, eccentric, entirely her own. She was art. We both worked very hard and valued every second of the day.  One evening around 6:30 pm she dropped by my office and we talked for hours. It had been all business before.  This was the first time we stepped into each other’s personal lives. My heart strings pulled but my brain pushed back. ‘We know we can’t trust again’, my mind firmly stated. Our after-hours meet-ups in my office became a daily ritual. The favorite part of my day. We’d reminisce about work and tiptoe a bit deeper each time into each other’s personal lives. I’d recently started my new anti-aging project and one night Kate suggested to me that I should put the entire thing online to allow others to follow on. We worked together to put up a website and got a v1 out. We pondered what to call it, and decided on ‘Project Blueprint’. We were oddly from entirely different worlds but somehow the same person. Yet neither of us dared take the next step. We didn’t want to imperil our work relationship and we remained deeply skeptical of each other.  The combination of Kate being raised to distrust all things and me still feeling the sting of the previous relationship left us stirring in a pot of anticipatory disaster. Before long, whether we liked it or not, we’d become each other's favorite person. We’d spend every moment we could together. Social events and the weekends were still off-limits as our relationship was professional. We were both secretly wondering, ‘does the other person feel what I’m feeling?’ Unable to withstand any longer, after a year and a half of unspoken affection, one night I softly floated the balloon of inquiry. She confirmed it was reciprocal. Still, with things being so new, neither of us wanted to make our relationship public. We needed time to stabilize, mature and assess whether this was short or long term. I’m a 48 year old American, raised Mormon, with three children. She’s a 30 year old Bosnian-Australian-American. It took time to bridge our worlds. In our years of knowing each other, three of them have been navigating a relationship. All while building a business and movement. There have been many times where we didn’t know if we’d make it. In the last year, we’ve found our flow.  I trust Kate as much as my mother. She knows how to scaffold trust. She anticipates your anticipation and knows your reaction before you react. She’s meticulous in the integrity of our relationship. She’s even been pivotal in helping my father and me reconcile and navigate the contours of our relationship. In the past few years, Blueprint and Don’t Die have become global phenomena. Kate is the unsung hero.  She and I have been stride on stride since inception. She’s proven an exceptional executor and despite her unconventional background, intuitively knows things. Her creativity keeps me forever guessing what she’ll say or come up with next. Our minds have become so intertwined that life feels naked without her. Her story warrants being told as others will be better off emulating her practices and abilities. What I find most impressive about Kate is her prescience and thoughtfulness. She sees forwards, backwards, and side to side. Relative to her, I feel myopic in my awareness of the world. She can see through others, as an x-ray would. She then structures all that information and can package it in simple, understandable terms. In ways that allow for everyone to win. Kate is soft spoken, self-deprecating and understated. These attributes cloak her ferocious ambition, piercing intellect, and delightful creativity. Give her five minutes and she will reframe your world. But most people don’t know to look. They assume she’s my assistant. It’s such a loss because people are looking for what she has to offer. My son Talmage, Kate, and I are family. Nothing makes us happier than being together. Our conversations are fast, dark, and rowdy. Family feeds the soul, and we are nourished. As my son considers possible partners, he wisely models them off of Kate. Deep companionship is a universal human want.  And while there are eight billion of us on this planet, most struggle to achieve it, including those in relationships. It’s the most fulfilling of human experiences and also the most elusive. The joy of being seen, appreciated and loved, and offering the same to another. I wrote dozens of different sentences trying to capture what the want and struggle for deep companionship feels like. I deleted them all as none could holistically capture the emotional architecture of it. Then one day while exercising, I realized what it feels like: what the explorer Ernest Shackleton and his crew must have felt returning to land after being shipwrecked and surviving 497 days adrift in brutal Antarctic. It’s a bit of a dramatic comparison, however, I suspect many of you can relate. Kate feels like land to me after being adrift and searching for 25 years. Life sinks or sails based upon the quality of our most intimate relationships. No amount of professional success can plug the sinking hole of an acrimonious personal relationship. At this point, Kate and I have nearly become one person. We have entire conversations with a single look, sound, gesture or image. We independently come up with the same ideas and insights, suggesting to me that maybe it’s our tandem effort generating them. Our relationship is stable, positive, and calm. I’ve wanted this my entire life and impatiently waited 25 years for it to arrive. It’s better than anything I imagined. Lucky me, I found my Abigail Adams.

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Abhishek Singh
Abhishek Singh@0xlelouch_·
You don’t reach Staff Engineer by writing more code - you reach it by thinking at a higher altitude. Most engineers never make the jump because they keep improving their skills, not their scope. To reach Staff-level early, stop optimizing for speed and start optimizing for impact. Learn to see systems end-to-end, debug across layers, communicate clearly, and make decisions that unblock entire teams not just yourself. Staff isn’t about being the smartest coder in the room; it’s about being the engineer who reduces chaos, increases clarity, and constantly delivers leverage. --- Read the quoted post to understand how to reach the staff engineer role early!
Abhishek Singh@0xlelouch_

Sometimes when I look back at my early years in tech, I cringe a bit. I used to walk around with that quiet engineer ego… thinking I knew more than I actually did, arguing on PRs just to sound smart, over-engineering random stuff cause I wanted to “prove” I was the clever one in the room. But the funny thing is… the people who actually grow into staff level never behave like that. Real seniority is almost the opposite of ego. It’s like that basketball analogy you posted. In tech, the “uncoachable engineer” looks like: – arguing with every code review instead of trying to understand the context – assuming their solution is the best without reading history or constraints – avoiding basic fundamentals because they think they’re “past that stage” – talking more than they listen – optimizing for cleverness instead of long-term value The shift happens when you realise staff engineering is not about being the smartest coder… it’s about being the calmest learner. The people I saw actually grow this year focused on very boring but powerful habits: – asking dumb questions early instead of hiding confusion – reading design docs deeply before proposing anything – treating every senior dev as a free mentor instead of competition – learning fundamentals (OS, distributed systems, networks) without shame – shipping small things consistently instead of chasing some genius moment – unblocking teammates even when the problem is not glamorous – choosing clarity over cleverness in every PR – knowing when to drop an idea because it doesn’t serve the team What took me years to understand: Your ego is the biggest blocker to becoming staff. Not your skills. Not the difficulty of the problems. Not the company politics. Just your ego. The moment you stop performing intelligence and start absorbing knowledge, everything compounds. The moment you stop trying to win arguments and start trying to understand systems, everything becomes easier. And the moment you stop coding to impress and start coding to provide value, people suddenly trust you with bigger responsibilities. Real staff engineers are basically “advanced beginners” who never stopped learning. If I had to summarise what I learnt this year: Drop the ego, stay curious, make things simpler, help others win, and your career will quietly take off in a way you won’t even realise until months later. It’s never about being the star of the park. It’s about becoming the person the whole team relies on.

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Abhishek Singh
Abhishek Singh@0xlelouch_·
The happy path of async/await across services is easy: send Invoke, get Resume, await, continue. The nightmare starts when: - the worker crashes mid-execution - the network partitions - the client retries the same Resume 5 times - two workers race to “own” the same execution Recovery protocol is basically: how do we guarantee at-least-once delivery of Invoke/Resume? while making user code look like exactly-once without leaking all that chaos to the developer. You need a durable log of state transitions (Invoke accepted, started, completed, failed, timed out) along with - idempotent handlers keyed by execution id + resume token - dedup on Resume so only one active execution actually runs - some form of lease/ownership so two nodes do not both “resume” the same flow - rules for what to do after replay: re-run from last safe point? re-emit side effects or not? Most people think “we’ll just retry on failure” and move on. But retries without a solid recovery protocol just mean duplicated payments, duplicated emails, corrupted workflows. Distributed async/await is basically bringing the runtime semantics of local futures into a hostile world of partial failure. The whole game is about making the illusion of a smooth await sit on top of logs, dedup, idempotency and careful replay. If your recovery story is weak, believe me your abstraction is lying.
Dominik Tornow@DominikTornow

The most complex part of Distributed Async Await is the Recovery Protocol The protocol ensures reliable delivery & processing of Invoke & Resume messages while collapsing bursts of resumption requests into one active execution Never missing a beat—despite crashes or partitions

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Scholarship for PhD
Scholarship for PhD@ScholarshipfPhd·
Say hi and I’ll recommend a research topic that perfectly fits your profile.
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