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Just like how you can share Claude chat sessions there's a lot of value in sharing Claude code sessions as well. So I built claudereview.

You can privately or publicly share your Claude code sessions. With a handy link for PRs or blogs or socials.

Reviewers see how the code was built, not just the diff. With data encrypted at rest and private links which you can choose to password protect, and a clean and fast TUI inspired UI.

Features include:

• Key Moments: files created, modified, commands run

• Inline diffs for every edit

• Jump between tools (Edit 10/29 ← →)

• Full-text search

• Dark/light mode

You can install from npm/bun and it also has an MCP server you can use to share sessions inli ne. You can also add a /share slash command to do this while you're coding.

It's open source and free - https://github.com/vignesh07/claudereview

I'd love your feedback!


I built a tool to help people quickly make sense of their AWS/GCP/azure usage. And point out month to month differences, what drove changes, and what they can do to save money. You can also "chat with your usage report" and get recommendations.

It's in beta, so it's free with some usage limits that reset daily. Would appreciate feedback!


It costs nothing to be empathetic.



Presumably they already have performance processes that eliminate "dead weight". Be assured that layoffs never really mean that usual performance bases firings are paused. It's pretty much always happening on top of existing performance processes.


Layoffs like this mean you can blame external forces like the economy rather than saying, "our projects failed".

Some of these layoffs may have been coming anyway, but not the corporate statement about them is different.


This is probably the least tactical message amongst all the companies that have laid off people. Ek's spent most of the time rambling about efficiency and organizational changes to leadership positions who'll be least affected by the layoffs.

Then comes the layoff news. It's almost as if he's rectifying someone else's mistake and everyone getting laid off should be thankful about it.

I wish CEOs read some of the emails that recruiting sends to potential candidates before they set out to write a layoff post. Completely tone deaf.


It always helps to remember that people, generically, are idiots who don't mean to say what, literally, they say; have no idea how to say what they mean; and are otherwise just struggling to create an impression of being in control and knowing whats going on.

The first paragraph of this article reads this way to me: a person flinging around cliches because they've no idea what they're supposed to say, or how to say it.

This, indeed, may be more acute if the author is actually distressed.


I'd be more empathetic if this was a response in a live Q&A like situation. For something that's meant to be PR speak, this is abysmal.


It did seem a bit tone deaf but five months baseline severance is no joke.


Not only does he bury the ledge in his self-referential philosophical drivel but he closes the layoff announcement with:

>"Finally, I hope you will join me tomorrow for Unplugged."

He seems like a caricature. Tone-deaf seems to be his default. As a reminder:

https://www.classicfm.com/music-news/spotify-boss-blames-mus...


The whole email was just so off - I know they build up to these things, but am sure the announcement of the re-org could have waited, and could have led with the most pressing news, especially since it came in the middle of day and people had already been let go by that point.


>I wish CEOs read some of the emails that recruiting sends to potential candidates before they set out to write a layoff post. Completely tone deaf.

What kind of emails are you referring to? I haven't worked at a tech company in a long while


> I wish CEOs read some of the emails that recruiting sends to potential candidates before they set out to write a layoff post. Completely tone deaf.

I highly doubt CEOs write these posts.


Yeah, starting of a note about layoffs talking "reiterating" about the "most defensible business strategy" is extremely tone-deaf.


Seriously.

If you're laying people off in an email it needs to be in the first paragraph. Don't bury the lede.


[AWS engineer here] You're right. It's encryption at rest. The article reads like it's been written by someone who doesn't understand how those leaks occurred, what encryption means, or what has been launched here.

I'd recommend changing from this article to the official announcement from AWS.

https://aws.amazon.com/blogs/aws/amazon-s3-encrypts-new-obje...


Actually, looks like they understand how the leaks occurred. Just not that AWS automatically decrypts the files, making it unable to protect against those types of breaches.


This seems like a strictly Google only problem. And by extension this is the problem with promotion committees that are removed from day to day of the candidate getting promoted. People are ridiculously bad at measuring growth based on some obscure company wide criteria - which is abstract at best and useless at worst at a company large enough as Google.

I'm at AWS and the promotion process here is largely contained within the candidate's org which is at best two levels higher but in the same business. So if your team's business relies on contributions to FOSS, its impact is measurable and leaders and the 'committee' can easily tell you if your contributions are at the next level.


L7+ tech generally has in and out of org reviewing the promo. One for context, one for keeping the bar even.


Yes FB is entirely in org too. It's weird to go out of org.


Not sure how long you've been at or spent at Amazon, but the promotion process doesn't prioritize building new things at all. It's true that people think complexity = build new things, but promotion criteria specifically encourage people to stick to simple things and build on top of what exists rather than invent something new for promotion's sake.


When selling your work to a promo committee, building a new shiny thing lowers the communication hurdle.

Personal anecdote, at Amazon, my wife led a very challenging refactor of legacy code and didn’t get promoted, I built a shiny thing barely anyone is using yet, and got promoted.


> Personal anecdote, at Amazon, my wife led a very challenging refactor of legacy code and didn’t get promoted, I built a shiny thing barely anyone is using yet, and got promoted.

How much of that is the effect of shiny vs. dull, and how much is male vs. female (apologies if my assuming you are male was mistaken, but it seemed the way to bet)?


That's an odd bet to make. At Google promo committees were desperate to promote women. There were entire schemes set up to encourage them to apply more, to give them special help men didn't get etc and that was years ago. Probably it's worse (less fair) now.

It wasn't just process, either. I saw severely unfair decisions go the other way. A woman in my team who everyone hated because she was dishonest, staggeringly unproductive and had a habit of upsetting other teams, sailed through promotion several times into management. On the other hand team members who created entirely new products from scratch or were the backbone of their team got bounced. The patronage of another (female) boss higher up in the management chain seemed the most likely culprit, along with a pervasive "everyone's gotta help women get ahead" attitude.


There were multiple factors, hard to know what percentage gender contributed, but I do think it played a role.


I'd argue this depends on what org and team and the culture surrounding. It can be vastly different in various nooks of the company.


Laughably false.


Unfortunately, patching vulns can't be put off for Monday.


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