Ochara Young

@TosinOlugbenga How can I apply to your startup as a project manager ?

A lot of people are sending me messages on LinkedIn How do they know my LinkedIn account? And it’s a different name o

@Pejuola_a What should a friend of mine do? He changed jobs because the new role offered 3x his previous salary, but now he feels the job is far less demanding than his former one and no signs of career progression. What would you advise him to do?

I will hold your hand when I say this: A higher salary in a poorly structured company can damage your career progression faster than a moderate salary in the right environment.

@DJ_CURFEW Nawa o

Today we reduced headcount by 22%. The business is the strongest it's ever been. So I think it's important to be direct about what I'm seeing and why. First, I made this decision and I own it. I did it because the way to operate at the highest level of productivity is changing, and to win the future, ClickUp needs to change with it. Second, this wasn't about cutting costs. Most savings from this change will flow directly back into the people who stay. We'll be introducing million-dollar salary bands. If you create outsized impact using AI, you'll be paid outside of traditional bands. Most importantly, I have the deepest gratitude for those affected. We're doing this from a position of strength specifically so we can take care of people properly. Everyone affected receives a package aimed at honoring their contributions and easing the transition. I only see two options: wait for this to play out gradually in the market or be honest about what I'm seeing and act proactively. THE 100X ORGANIZATION The primary change is that we're restructuring around what I call 100x org. The goal is 100x output. The roles required to build at the highest level are fundamentally different than they were a year ago. Incremental improvements to existing systems won't get us there. We need new ones. That means creating enough disruption to rebuild rather than iterate on what's already broken. The common narrative is that AI makes everyone more productive. It doesn't. Many of the workflows of today, if left unchanged, create bottlenecks in AI systems. These roles will evolve. But waiting for that to happen naturally means falling behind now. The 100x org is actually heavily dependent on people - infinitely more than today. This is only possible with 10x people that have embraced and adopted new ways of working. THE BUILDERS, AGENT MANAGERS, AND FRONT-LINERS — THE BUILDERS: 10X ENGINEERS I don't think most companies have internalized what's actually happening with AI in engineering. The common narrative is that AI makes all engineers more productive. That may be true in isolation, but at an organization level - that is the farthest thing from reality. Here's what we've validated recently at ClickUp: the great engineers, the ones who can orchestrate, architect, and review, are becoming 100x engineers. They're not writing code. They're directing agents that write code. The skill is judgment. AI makes the best engineers wildly more productive, and everyone else using AI slows these engineers down. Think about it - the bottlenecks are (1) orchestration - telling AI what to do, and (2) reviewing - what AI did. Everything is leapfrogged and no longer needed. So who do you want orchestrating and reviewing code? And how do you want your best engineers to spend their time? If your best engineers are spending time reviewing other people's code, then this is inherently an inefficient bottleneck. These engineers can review their agent's code much faster than reviewing human code. The new world is about enabling your 10x engineers to become 100x. The wrong strategy is to push every engineer to use infinite tokens. Companies doing this are celebrating 500% more pull requests. But customer outcomes don't match the volume of code being generated. I call this the great reckoning of AI coding, and every company will face this soon if not already. More code is just another bottleneck to the best engineers, and ultimately to your company's impact as well. — THE BUILDERS: 10X PRODUCT MANAGERS Product management and design roles are merging. Designers that have customer focus, become more like product managers. And product managers that have intuition for UX become more like designers. The bottleneck of user research is gone. It takes us just one mention of an agent to kickoff research and analyze results. The bottleneck of product <> design iteration is also gone. The product builder iterates on their own, along with agents and skills that ensure alignment with quality and strategy. Also controversial today - I believe that the wrong strategy is to have your PMs shipping code - that just introduces another bottleneck that the best engineers will waste their time on. To be clear, PMs should be coding but they should do this in a playground to iterate, validate, and scope. That code should not go to production. Everything outside of managing systems, orchestrating AI, and reviewing output becomes a bottleneck. That's why the other roles that are critical along with these are the systems managers (to reduce bottlenecks) along with a bottleneck you can't replace - customer meeting time. — THE SYSTEM MANAGERS Ironically, the people that automate their jobs with AI will always have a job. They become owners of the AI systems - agent managers. We have many examples of these people at ClickUp. The underlying systems in which we operate are absolutely critical to get right. I think most companies are delusional to think they can iterate on existing systems and compete in this new world. You must create enough disruption so that old systems are deprecated entirely. If there's any definition for 'AI native' that's what it is. — THE FRONT-LINERS In a world that will become saturated with AI communication, the human touch will matter more than anything to customers. This is a bottleneck that you shouldn't replace - even when agents are high enough quality to do video meetings. One-on-one meeting time with customers is something that shouldn't be automated. The systems around the meetings should be - so that front-liners spend nearly 100% of their time with customers. REWARDING 100X IMPACT In a world where companies are able to do so much more with less, where does that excess money go? In our case, much of the savings in this new operating model will flow directly back to those that enabled it. We must reward people that create productivity accordingly. This aligns incentives on both sides. Plus, in a world where your best people create 100x impact, you can't afford to lose them. You should aim to retain these employees for decades. The context they have and their ability to efficiently orchestrate and review will be nearly impossible to replace. Compensation bands of today should be thrown out the door. We're introducing $1 million cash/year salary bands with a path available to nearly everyone in the company if they produce 100x impact by creating or managing AI systems. THE FUTURE Nearly every company will make changes like these. The ones that do it proactively will define what comes next. The future is not fewer people. It's different work, new roles, and better rewards for those who embrace it. We're already seeing entirely new roles emerge, like Agent Managers, that didn't exist a year ago. ClickUp is positioning to lead this shift, not just internally, but for our customers too. I've never been more certain about where we're headed.

@emmanuelbasy @wonderboy_ak

Hiring: Mid-Level Graphic Designer Remote (Full time) Salary Range: ₦400k – ₦500k/month (based on experience & skill level) We’re looking for a strong mid-level designer to join the Cubicspace team on a 6-month contract (Open to full-time based on fit). This role is ideal for someone with experience in Editorial design, PowerPoint/presentation design, and strong understanding of layout, typography, and core design principles. * 3–4+ years of design experience required * Strong portfolio in Editorial and Presentation design is important See JD and application submission link here: forms.gle/ySNc4ckhrPauvp…

@OtPersimmon This is ridiculous

Seafood akara.🤣🤣😭😭😭

@symplyfeyin Ajah is better

Please, between Ikorodu, Ogudu Berger, and Ajah, which is closer and less stressful for someone working on the Island??🌚🌚🌚

@FabrizioRomano WOW

🚨❤️🤍 BREAKING: Sergio Ramos complete the process to buy Sevilla and become new club owner. The deal is in place with his brother René leading the process too. Waiting for official and formal steps with laywers before statement.

@Black_listAlpha @the11beasth Excited and bullish for this project

The @the11beasth is a limited 3D NFT collection made of 121 total characters, divided across 11 beast archetypes. Technology has changed the game. Instinct has replaced comfort. Every position demands a different kind of beast. • 121 total NFTs: intentionally limited supply.

@TechpointAfrica Crazy

We created a fake restaurant on Glovo and Chowdeck using a made-up tax ID, a false address, and photos stolen from a real Lagos restaurant. Within a few weeks, we had a device, completed onboarding training, and made a sale. techpoint.africa/insight/invest…

@yabaleftonline This watch is a swiss watch and it can take years to assemble all the parts . It is also hand made

We would like to know to.

@RuneSwap1 FrGFScsi42EmhvKBbFCGNPm7Tensx8iNEb4tPRmDopCn

Today @ 3PM UTC 👀( LIKE RT DROP SOL ADDY FCFS 200 ) I’ll be revealing what I’ve been building this past week. Something never done before on Solana — with an ultra low entry barrier, built exclusively for my $APEG familia 🦍 $upeg may have lost momentum, and $apeg followed with it, but that’s only temporary. The tek is still strong.

@KCnotlimpopo This looks like ozumba

Wait for vintage to flip to back camera, At first i thought it was UK, Omo Ikoyi too fine 😂❤️

@I_amEzequiel @Eniolorunda That’s a valid concern. Talent mobility is a real challenge everywhere, not just in Nigeria. However, the answer isn’t to stop investing in training. The real focus should be on creating the right incentives for people to stay

@ocharayung @Eniolorunda The problem is, after training them, they get better jobs and leave or leave regardless. This is beyond any Nigerian or company. It is a fundamental problem we must come together to fix. I still think there are many talent who want to stay here but what are the incentives?

I have followed with rapt attention the discourse that followed my conversation at the Platform Nigeria on May Day. The stark reality is this - opportunities are few and far between, unemployment/underemployment is high and sadly there are too few employers for a huge market such as ours, at least when compared to other markets such as China, India that have similar youth bulge. We Nigerians are some of the most hardworking and gritty people in the world. But we must tell ourselves the truth. Nigeria currently doesn’t have enough highly skilled technical talent resident in Nigeria to build companies that can scale globally. Interestingly, I have also read a lot of employers double down and agree with my current diagnosis around our country’s technical talent pipeline gap and confirmed it is true. Former Minister, Kemi Adeosun also referenced Africa’s richest man, Alhaji Aliko Dangote comments around finding the right quality and quantity of talents for his refinery project. Let me ask a hard question - can we say that Nigeria has enough highly skilled technical talent still resident in Nigeria? That's a huge conundrum that any organization that wants to maintain market leadership must solve for. How many engineering executives do we have remaining in Nigeria that lead a payments team that handles payments infrastructure processing tens millions of transactions daily without fail? How many senior data scientists do we have in Nigeria that can create data models to appraise millions of customers while managing prudent NPLs? How many senior growth executives in Nigeria have the experience of growing a digital apps towards acquiring 80k customers a day through digital and offline channels while maintaining prudent CACs? It is important to note that this is not about Nigerians generally, this is about senior Nigerian talents still resident in Nigeria. Nigeria is not producing enough high quality senior technical talent and the little we have are emigrating. I can explain these to be that Nigeria does not have too many feeder industries across the board. As such, there are fewer starter companies that young talent can come from to feed into senior roles in other companies. Every one then ends up fighting for the same pool of senior leaders that have experience and bandwidth to deliver and win in the market. The effect of the Japa wave has been very well chronicled and I must add that this has been a trans-generational challenge. Remember that time in the early 80s where a lot of our medical professionals left for places like Saudi and the UAE? As at March 2024, Nigeria had lost around 16,000 medical doctors to other countries, most especially the US and the UK. The quality of technical education is also falling as our standard of education is lagging behind global counterparts. Can we say we have enough senior technical talent in Nigeria to compete with global competition especially China? But Moniepoint, Dangote, Flutterwave, LemFi are competing with them. Training young talents can fill the gap for the future but is inadequate for today. Companies need senior talent and cannot wait the eight to ten years needed to get them to senior levels to compete. In training young talent, Moniepoint has seen a lot of bright spots through our various interventions that are aimed at deepening the talent pool. So we are indeed doing something about improving talent density for the ecosystem. Through our DreamDevs programme, which is in its second year, we're training talented young engineering graduates with the skills they need to enter the workforce as top talent. We have supported the government's 3MTT agenda as well as a partnership with Unilag’s NITHUB to push the HatchDev initiative. Our Women in Tech internship programme, which now in its sixth year, provides women with the access, training and opportunities they need to build careers in tech. I also personally have a scholarship program for STEM students across select Nigerian universities in every geo-political zone. Competing globally also means that you spend top dollars to retain top Nigerian talents that you have nurtured. We routinely retain Nigerians that emigrate and pay them according to their local market standards. A recent example is an exceptional first class graduate we nurtured through our women in Tech program and had to go to school just as a path to emigrate and we had to retain abroad and offer an alternative naturalization path for her. Moniepoint has over 3,500 full time employees with over 90% Nigerian talents, and we’re growing 20% YoY. We’d love a world where this is at 99% while building for the world. Self deception isn’t a virtue and we must tell ourselves the home truth - we need to raise the quantity and quality of our technical talents resident in Nigeria to compete. No organization can rise above the quality of its output and execution is everything in this game. Nigeria will be great. Let’s all do the work together. By the way, top tech talents still resident in Nigeria, we need you badly. We pay above market rates and you will make real impact. Please apply here: moniepoint.com/careers For top Nigerian talents out of the country, we hire out of the UK, Portugal, Spain, India and Pakistan. Also apply, we are building digital banking infrastructure that provides financial happiness for emerging markets.

@Babajiide 500k 1M 1.8M and above

Since we are talking about salary, whats a good salary range for; - Enrty level - mid level - senior level. ?

@Eniolorunda Moniepoint can address talent gaps by bringing in expatriate experts to train and transfer knowledge to local staff while investing in strong internal talent development.

@ocharayung Very well said. For example I do not know of many feeders for data scientists or digital growth in Nigeria

@Eniolorunda because the required technical expertise was scarce locally. Today, the ecosystem has grown significantly, but certain specialized skills can still be difficult to find. Moniepoint can address this challenge by investing more deliberately in staff training and capacity building.

@Eniolorunda Nigeria’s technology ecosystem is still relatively young, barely over a decade old. In the early stages of its growth, the local talent pool is limited. For example, when Jumia launched operations in Nigeria around 2013, the company had to recruit several Indian professionals

@niel0x0 @opensea 0x1f75Ff538349269b10D7c7681cd1FFa62cABAB74

Good morning Amigos on @opensea Drop your wallet