After a decade in large tech, I know how software engineers were interviewed. I've seen outstanding engineers fail interviews because their responses were too vague.

So I wrote Nail A Coding Interview: Six-Step Mental Framework. Give candidates a mental framework for coding questions; help organizations better prepare candidates so they can calibrate traits.

Recently, I sold more than 100 books, something I never expected.

In this essay, I'll describe my publication journey, which included self-doubt and little triumphs. I hope this helps if you want to publish.

It was originally a Medium post.

How did I know to develop a coding interview book? Years ago, I posted on Medium.

Six steps to ace a coding interview Inhale. blog.devgenius.io

This story got a lot of attention and still gets a lot of daily traffic. It indicates this domain's value.

Converted the Medium article into an ebook

The Medium post contains strong bullet points, but it is missing the “flesh”. How to use these strategies in coding interviews, for example. I filled in the blanks and made a book.

I made the book cover for free. It's tidy.

Shared the article with my close friends on my social network WeChat.

I shared the book on Wechat's Friend Circle (朋友圈) after publishing it on Gumroad. Many friends enjoyed my post. It definitely triggered endorphins.

In Friend Circle, I presented a 100% off voucher. No one downloaded the book. Endorphins made my heart sink.

Several days later, my Apple Watch received a Gumroad notification. A friend downloaded it. I majored in finance, he subsequently said. My brother-in-law can get it? He downloaded it to cheer me up.

I liked him, but was disappointed that he didn't read it.

The Tipping Point: Reddit's Free Giving

I trusted the book. It's based on years of interviewing. I felt it might help job-hunting college students. If nobody wants it, it can still have value.

I posted the book's link on /r/leetcode. I told them to DM me for a free promo code.

Momentum shifted everything. Gumroad notifications kept coming when I was out with family. Following orders.

As promised, I sent DMs a promo code. Some consumers ordered without asking for a promo code. Some readers finished the book and posted reviews.

My book was finally on track.

A 5-Star Review, plus More

A reader afterwards DMed me and inquired if I had another book on system design interviewing. I said that was a good idea, but I didn't have one. If you write one, I'll be your first reader.

Later, I asked for a book review. Yes, but how? That's when I learned readers' reviews weren't easy. I built up an email pipeline to solicit customer reviews. Since then, I've gained credibility through ratings.

Learnings

I wouldn't have gotten 100 if I gave up when none of my pals downloaded. Here are some lessons.

• Your friends are your allies, but they are not your clients.

• Be present where your clients are

• Request ratings and testimonials

• gain credibility gradually

I did it, so can you. Follow me on Twitter @imgracehuang for my publishing and entrepreneurship adventure.

You do not want to miss these

Stop! Stop it! Two things to avoid when starting a YouTube channel. Critical. Possible channel-killers Its future revenue.

I'll tell you now, so don't say "I wish I knew."

The Notorious Copyright Allegation

My YouTube channel received a copyright claim before I sold it. This claim was on a one-minute video I thought I'd changed enough to make mine, but the original owner disagreed.

It cost me thousands in ad revenue. Original owner got the profits.

Well, it wasn't your video, you say.

Touché.

I've learned. Sorta

I couldn't stop looking at the video's views. The video got 1,000,000 views without any revenue. I made 4 more similar videos.

If they didn't get copyrighted, I'd be rolling in dough.

You've spent a week editing and are uploading to YouTube. You're thrilled as you stand and stretch your back. You see the video just before publishing.

No way!

The red exclamation point on checks.

Copyright claim!

YouTube lets you publish, but you won't make money.

Sounds fair? Well, it is.

Copyright claims mean you stole someone's work. Song, image, or video clip.

We wouldn't want our content used for money.

The only problem with this is that almost everything belongs to someone else. I doubt some of the biggest creators are sitting down and making their music for their videos. That just seems really excessive when you could make a quick search on YouTube and download a song (I definitely don’t do this because that would be stealing).

So how do you defeat a copyright defense?

Even copyright-free songs on YouTube aren't guaranteed. Some copyrighted songs claim to be free.

Use YouTube's free music library or pay for a subscription to adobe stock, epidemic sound, or artlist.io.

Most of my videos have Nintendo music. Almost all game soundtracks are copyright-free and offer a variety of songs.

Restriction on age

Age restrictions are a must-avoid. A channel dies.

YouTube never suggests age-restricted videos.

Shadow banning means YouTube hides your content from subscribers and non-subscribers.

Keeping your channel family-friendly can help.

I hear you complaining that your channel isn't for kids. I agree. Not everyone has a clean mouth or creates content for minors.

YouTube has changed rapidly in recent years. Focusing on kids. Fewer big creators are using profanity or explicit content in videos. Not YouTube-worthy.

Youtube wants to be family-friendly. A family-friendly movie. It won't promote illegal content. Yes, it allows profanity.

Do I recommend avoiding no-no words in videos? Never. Okay. YouTube's policies are shaky. YouTube uses video content to determine ad suitability.

No joke. If you're serious about becoming a content creator, avoid profanity and inappropriate topics.

If your channel covers 18+ topics, like crime or commentary, censor as much as possible.

YouTube can be like walking on eggshells. You never know what is gonna upset the boss. So play it safe and try to avoid getting on their bad side.

Mr. Beast, Dream, Markplier, Faze Rug, and PewDewPie are popular creators. They maintain it family-friendly while entertaining fans.

You got this.

I recently wrote about getting VCs excited about Marketplace start-ups. SaaS founders became envious!

Understanding how people wire tens of millions is the only Series A hack I recommend.

Few people understand the intellectual process behind investing.

VC is risk management.

Series A-focused VCs must cover two risks.

1. Market risk

You need a large market to cross a threshold beyond which you can build defensibilities. Series A VCs underwrite market risk.

They must see you have reached product-market fit (PMF) in a large total addressable market (TAM).

2. Execution risk

When evaluating your growth engine's blitzscaling ability, execution risk arises.

When investors remove operational uncertainty, they profit.

Series A VCs like businesses with derisked revenue streams. Don't raise unless you have a predictable model, pipeline, and growth.

Please beat these 3 metrics before Series A:

Achieve $1.5m ARR in 12-24 months (Market risk)

Above 100% Net Dollar Retention. (Market danger)

Lead Velocity Rate supporting $10m ARR in 2–4 years (Execution risk)

Hit the 3 and you'll raise $10M in 4 months. Discussing 2/3 may take 6–7 months.

If none, don't bother raising and focus on becoming a capital-efficient business (Topics for other posts).

Let's examine these 3 metrics for the brave ones.

1. Lead Velocity Rate supporting €$10m ARR in 2 to 4 years

Last because it's the least discussed. LVR is the most reliable data when evaluating a growth engine, in my opinion.

SaaS allows you to see the future.

Monthly Sales and Sales Pipelines, two predictive KPIs, have poor data quality. Both are lagging indicators, and minor changes can cause huge modeling differences.

Analysts and Associates will trash your forecasts if they're based only on Monthly Sales and Sales Pipeline.

LVR, defined as month-over-month growth in qualified leads, is rock-solid. There's no lag. You can See The Future if you use Qualified Leads and a consistent formula and process to qualify them.

With this metric in your hand, scaling your company turns into an execution play on which VCs are able to perform calculations risk.

2. Above-100% Net Dollar Retention.

Net Dollar Retention is a better-known SaaS health metric than LVR.

Net Dollar Retention measures a SaaS company's ability to retain and upsell customers. Ask what $1 of net new customer spend will be worth in years n+1, n+2, etc.

Depending on the business model, SaaS businesses can increase their share of customers' wallets by increasing users, selling them more products in SaaS-enabled marketplaces, other add-ons, and renewing them at higher price tiers.

If a SaaS company's annualized Net Dollar Retention is less than 75%, there's a problem with the business.

Slack's ARR chart (below) shows how powerful Net Retention is. Layer chart shows how existing customer revenue grows. Slack's S1 shows 171% Net Dollar Retention for 2017–2019.

Slack S-1

3. $1.5m ARR in the last 12-24 months.

According to Point 9, $0.5m-4m in ARR is needed to raise a $5–12m Series A round.

Target at least what you raised in Pre-Seed/Seed. If you've raised $1.5m since launch, don't raise before $1.5m ARR.

Capital efficiency has returned since Covid19. After raising $2m since inception, it's harder to raise $1m in ARR.

P9's 2016-2021 SaaS Funding Napkin

In summary, less than 1% of companies VCs meet get funded. These metrics can help you win.

If there’s demand for it, I’ll do one on direct-to-consumer.

Cheers!

Product management wizardry.

Early adopters buy a product even if it hasn't hit the market or has flaws.

Who are the early adopters?

Early adopters try a new technology or product first. Early adopters are interested in trying or buying new technologies and products before others. They're risk-tolerant and can provide initial cash flow and product reviews. They help a company's new product or technology gain social proof.

Early adopters are most common in the technology industry, but they're in every industry. They don't follow the crowd. They seek innovation and report product flaws before mass production. If the product works well, the first users become loyal customers, and colleagues value their opinion.

What to do with early adopters?

They can be used to collect feedback and initial product promotion, first sales, and product value validation.

How to find early followers?

Start with your immediate environment and target audience. Communicate with them to see if they're interested in your value proposition.

1) Innovators (2.5% of the population) are risk-takers seeking novelty. These people are the first to buy new and trendy items and drive social innovation. However, these people are usually elite;

Early adopters (13.5%) are inclined to accept innovations but are more cautious than innovators; they start using novelties when innovators or famous people do;

3) The early majority (34%) is conservative; they start using new products when many people have mastered them. When the early majority accepted the innovation, it became ingrained in people's minds.

4) Attracting 34% of the population later means the novelty has become a mass-market product. Innovators are using newer products;

5) Laggards (16%) are the most conservative, usually elderly people who use the same products.

Stages of new information acceptance

1. The information is strange and rejected by most. Accepted only by innovators;

2. When early adopters join, more people believe it's not so bad; when a critical mass is reached, the novelty becomes fashionable and most people use it.

3. Fascination with a novelty peaks, then declines; the majority and laggards start using it later; novelty becomes obsolete; innovators master something new.

Problems with early implementation

Early adopter sales have disadvantages.

Higher risk of defects

Selling to first-time users increases the risk of defects. Early adopters are often influential, so this can affect the brand's and its products' long-term perception.

Not what was expected

First-time buyers may be disappointed by the product. Marketing messages can mislead consumers, and if the first users believe the company misrepresented the product, this will affect future sales.

Compatibility issues

Some technological advances cause compatibility issues. Consumers may be disappointed if new technology is incompatible with their electronics.

Method 5 WHY

Let's talk about 5 why, a good tool for finding project problems' root causes. This method is also known as the five why rule, method, or questions.

The 5 why technique came from Toyota's lean manufacturing and helps quickly determine a problem's root cause.

On one, two, and three, you simply do this:

1. We identify and frame the issue for which a solution is sought.

2. We frequently ponder this question. The first 2-3 responses are frequently very dull, making you want to give up on this pointless exercise. However, after that, things get interesting. And occasionally it's so fascinating that you question whether you really needed to know.

3. We consider the final response, ponder it, and choose a course of action.

Always do the 5 whys with the customer or team to have a reasonable discussion and better understand what's happening.

And the “five whys” is a wonderful and simplest tool for introspection. With the accumulated practice, it is used almost automatically in any situation like “I can’t force myself to work, the mood is bad in the morning” or “why did I decide that I have no life without this food processor for 20,000 rubles, which will take half of my rather big kitchen.”

An illustration of the five whys

A simple, but real example from my work practice that I think is very indicative, given the participants' low IT skills.  Anonymized, of course.

Users spend too long looking for tender documents.

Why? Because they must search through many company tender documents.

Why? Because the system can't filter department-specific bids.

Why? Because our contract management system requirements didn't include a department-tender link. That's it, right? We'll add a filter and be happy. but still…

why? Because we based the system's requirements on regulations for working with paper tender documents (when they still had envelopes and autopsies), not electronic ones, and there was no search mechanism.

Why? We didn't consider how our work would change when switching from paper to electronic tenders when drafting the requirements.

Now I know what to do in the future. We add a filter, enter department data, and teach users to use it. This is tactical, but strategically we review the same forgotten requirements to make all the necessary changes in a package, plus we include it in the checklist for the acceptance of final requirements for the future.

Errors when using 5 why

Five whys seems simple, but it can be misused.

Popular ones:

1. The accusation of everyone and everything is then introduced. After all, the 5 why method focuses on identifying the underlying causes rather than criticizing others. As a result, at the third step, it is not a good idea to conclude that the system is ineffective because users are stupid and that we can therefore do nothing about it.

2. to fight with all my might so that the outcome would be exactly 5 reasons, neither more nor less. 5 questions is a typical number (it sounds nice, yes), but there could be 3 or 7 in actuality.

3. Do not capture in-between responses. It is difficult to overestimate the power of the written or printed word, so the result is so-so when the focus is lost. That's it, I suppose. Simple, quick, and brilliant, like other project management tools.

Conclusion

Today we analyzed important study elements:

Early adopters and 5 WHY We've analyzed cases and live examples of how these methods help with product research and growth point identification. Next, consider the HADI cycle.

A TECHNICAL THOUGHT

The IT giant is seeding the digital Great Renaissance.

Recently, technology has been dull.

We're still fascinated by processing speeds. Wearables are no longer an engineer's dream.

Apple has been quiet and avoided huge announcements. Slowness speaks something. Everything in the spaceship HQ seems to be turning slowly, unlike competitors around buzzwords.

Is this a sign of the impending storm?

Metas stock has fallen while Google milks dumb people. Microsoft steals money from corporations and annexes platforms like Linkedin.

Just surface bubbles?

Is Apple, one of the technology continents, pushing against all others to create a paradigm shift?

The fundamental human right to privacy

Apple's unusual remarks emphasize privacy. They incorporate it into their business models and judgments.

Apple believes privacy is a human right. There are no compromises.

This makes it hard for other participants to gain Apple's ecosystem's efficiencies.

Other players without hardware platforms lose.

Apple delivers new kidneys without rejection, unlike other software vendors. Nothing compromises your privacy.

Corporate citizenship will become more popular.

Apples have full coffers. They've started using that flow to better communities, which is great.

Apple's $2.5B home investment is one example. Google and Facebook are building or proposing to build workforce housing.

Apple's funding helps marginalized populations in more than 25 California counties, not just Apple employees.

Is this a trend, and does Apple keep giving back? Hope so.

I'm not cynical enough to suspect these investments have malicious motives.

The last frontier is the environment.

Climate change is a battle-to-win.

Long-term winners will be companies that protect the environment, turning climate change dystopia into sustainable growth.

Apple has been quietly changing its supply chain to be carbon-neutral by 2030.

“Apple is dedicated to protecting the planet we all share with solutions that are supporting the communities where we work.” Lisa Jackson, Apple’s vice president of environment.

Apple's $4.7 billion Green Bond investment will produce 1.2 gigawatts of green energy for the corporation and US communities. Apple invests $2.2 billion in Europe's green energy. In the Philippines, Thailand, Nigeria, Vietnam, Colombia, Israel, and South Africa, solar installations are helping communities obtain sustainable energy.

Apple is already carbon neutral today for its global corporate operations, and this new commitment means that by 2030, every Apple device sold will have net zero climate impact. -Apple.

Apple invests in green energy and forests to reduce its paper footprint in China and the US. Apple and the Conservation Fund are safeguarding 36,000 acres of US working forest, according to GreenBiz.

Apple's packaging paper is recycled or from sustainably managed forests.

What matters is the scale.

$1 billion is a rounding error for Apple.

These small investments originate from a tree with deep, spreading roots.

Apple's genes are anchored in building the finest products possible to improve consumers' lives.

I felt it when I switched to my iPhone while waiting for a train and had to pack my Macbook. iOS 16 dictation makes writing more enjoyable. Small change boosts productivity. Smooth transition from laptop to small screen and dictation.

Apples' tiny, well-planned steps have great growth potential for all consumers in everything they do.

There is clearly disruption, but it doesn't have to be violent

Digital channels, methods, and technologies have globalized human consciousness. One person's responsibility affects many.

Apple gives us tools to be privately connected. These technologies foster creativity, innovation, fulfillment, and safety.

Apple has invented a mountain of technologies, services, and channels to assist us adapt to the good future or combat evil forces who cynically aim to control us and ruin the environment and communities. Apple has quietly disrupted sectors for decades.

Google, Microsoft, and Meta, among others, should ride this wave. It's a tsunami, but it doesn't have to be devastating if we care, share, and cooperate with political decision-makers and community leaders worldwide.

A fresh Renaissance

Renaissance geniuses Michelangelo and Da Vinci. Different but seeing something no one else could yet see. Both were talented in many areas and could discover art in science and science in art.

These geniuses exemplified a period that changed humanity for the better. They created, used, and applied new, valuable things. It lives on.

Apple is a digital genius orchard. Wozniak and Jobs offered us fertile ground for the digital renaissance. We'll build on their legacy.

We may put our seeds there and see them bloom despite corporate greed and political ignorance.

I think the coming tsunami will illuminate our planet like the Renaissance.