Esteban Eid Jordán

Apasionado, Dios, Familia, #AvGeek, Tech & Startup Life. CTO / Co-Founder at Ultra Bolivia @ultracasas @ultracreditos & Inventic Software Factory @inventicsf

[Robert Brockmann @BrockmannRobert]

Paceños: hagamos que Argollo, Mamani Quispe, Condori y sus cómplices recuerden toda su vida el daño que causaron. Que pasen la vida ante la justicia por las muertes y la devastación económica. Que paguen a las víctimas. Un castigo ejemplar para que nadie vuelva a sitiar La Paz.

[Andrés Pucci @andrespucci]

La informalidad laboral en Bolivia ha crecido de 62,4% a 84,2% entre 2005 y 2024, según datos del Instituto Nacional de Estadística (INE).

[Esteban Eid Jordán @estebaneid]

@hugomiranda @arquitecta Leí hechizos 🤣🤣🤣

[Esteban Eid Jordán @estebaneid]

@YoPabloLevy Por lo mismo que los chicos ahora ven a alguien jugar videojuegos por YouTube, tener la sensación de sentirse acompañados.

[Esteban Eid Jordán @estebaneid]

Ayer mientras esperaba un vuelo de BoA, aproveché para hacer una app para ver el estado de vuelos en Bolivia, 30 minutos, hecha 100% con IA. Son tiempos locos…

https://t.co/BIxKVIjx00

[Esteban Eid Jordán @estebaneid]

@GaboDazaG Marketplace de FB, 3,500bs

[Esteban Eid Jordán @estebaneid]

Se vienen updates masivos a infraestructura y sistemas, ya cada quien quedará responsable de actualizar sus cosas, va a estar intenso…

[Nina Schick @NinaDSchick]

Claude Mythos.

Ten trillion parameters: the first model in this weight class. Estimated training cost: ten billion dollars.

On the hardest coding test in the industry (SWE bench) it scores 94%.

It found a security flaw in a system that had been running for 27 years, one that every human engineer and every automated check had missed. It found another bug that had survived five million test runs over 16 years. (It did so overnight.)

It is so capable in cybersecurity that Anthropic will not release it to the public, instead it is launching Project Glasswing along with 100m in compute credits to help secure software.

Only twelve partners currently have access: Amazon, Cisco, Apple, Google, Microsoft, NVIDIA, JPMorgan Chase, Crowdstrike, Palo Alto, AWS, The Linux Foundation, Broadcom. (I'm sure the Pentagon is on the line?)

This is not a product launch: it is a controlled deployment of a system too powerful to distribute freely.

Tell me this isn't (very expensive) AGI?

[Esteban Eid Jordán @estebaneid]

@carlos_olivera Todavía no termino de ver el de tu agente de trading para hacerme millonario en Polymarket, pará un poco…

[Esteban Eid Jordán @estebaneid]

Claude Code haciendo trabajos masivos impresionantes durante la noche y metiendo la pata en los puntos más sencillos. Fue muy gracioso verlo por la oficina toda la mañana con un postit de Jr! en la espalda… 🥹

[Simons @Simon_Ingari]

Wife explaining her husband's job to her close friend.

Wife: "He sells software to companies."
Her friend: "Oh nice, like apps?"
Wife: "No. Big software. For running whole businesses."
Friend: "Oh, like Microsoft?"
Wife: "No. A German company. SAP."
Friend: "What's SAP?"

Long pause.

Wife: "Well.... It's… hard to explain. Basically he flies somewhere, finds whats broken in their business, spends 18 months with fixing it, and then everyone panics on this thing called go-live or something."

Friend: "And they pay him for that?"
Wife: "Sometimes they fire him first. Then they call him back."

35+ years in this industry.
She nailed it in 90 seconds.

[Esteban Eid Jordán @estebaneid]

@andrespucci @ec10o A qué tipo de cambio?

[Esteban Eid Jordán @estebaneid]

Oh my…

[fabian @fabianstelzer]

Documentary: non-technical founder discovers Claude Code

[Esteban Eid Jordán @estebaneid]

Is he talking about jQuery?

[Neil Zeghidour @neilzegh]

Me defending my O(n^3) solution to the coding interviewer.

[Esteban Eid Jordán @estebaneid]

El trabajo empieza el día que empiezas a recibir tu primer usuario y no termina más...es lo maravilloso de los servicios tecnológicos.

[Branko @brankopetric00]

Scaled from 1,000 to 100,000 users. Here's what broke.

At 5,000 users:
- Single database became the bottleneck
- Added read replicas

At 20,000 users:
- Session storage overwhelmed Redis
- Switched to JWT tokens

At 50,000 users:
- File uploads killed our servers
- Moved to S3 with presigned URLs

At 75,000 users:
- Search became unusable
- Implemented Elasticsearch

At 100,000 users:
- DNS became single point of failure
- Multi-region with Route53 failover

Every stage felt like the final architecture.

None of them were.

Scaling isn't a destination. It's a continuous series of bottleneck discoveries.

[Esteban Eid Jordán @estebaneid]

@yonki_mercados A estas alturas ya deberían haber separado AWS y tech a otro ticker para capitalizar mejor

[Esteban Eid Jordán @estebaneid]

This is genius 🤣

[Peter Girnus 🦅 @gothburz]

The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.

I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.

Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.

I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.

A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.

The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.

We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.

Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.

The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.

We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.

The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.

My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.

Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.

[Peter Girnus 🦅 @gothburz]

Last quarter I rolled out Microsoft Copilot to 4,000 employees.

$30 per seat per month.

$1.4 million annually.

I called it "digital transformation."

The board loved that phrase.

They approved it in eleven minutes.

No one asked what it would actually do.

Including me.

I told everyone it would "10x productivity."

That's not a real number.

But it sounds like one.

HR asked how we'd measure the 10x.

I said we'd "leverage analytics dashboards."

They stopped asking.

Three months later I checked the usage reports.

47 people had opened it.

12 had used it more than once.

One of them was me.

I used it to summarize an email I could have read in 30 seconds.

It took 45 seconds.

Plus the time it took to fix the hallucinations.

But I called it a "pilot success."

Success means the pilot didn't visibly fail.

The CFO asked about ROI.

I showed him a graph.

The graph went up and to the right.

It measured "AI enablement."

I made that metric up.

He nodded approvingly.

We're "AI-enabled" now.

I don't know what that means.

But it's in our investor deck.

A senior developer asked why we didn't use Claude or ChatGPT.

I said we needed "enterprise-grade security."

He asked what that meant.

I said "compliance."

He asked which compliance.

I said "all of them."

He looked skeptical.

I scheduled him for a "career development conversation."

He stopped asking questions.

Microsoft sent a case study team.

They wanted to feature us as a success story.

I told them we "saved 40,000 hours."

I calculated that number by multiplying employees by a number I made up.

They didn't verify it.

They never do.

Now we're on Microsoft's website.

"Global enterprise achieves 40,000 hours of productivity gains with Copilot."

The CEO shared it on LinkedIn.

He got 3,000 likes.

He's never used Copilot.

None of the executives have.

We have an exemption.

"Strategic focus requires minimal digital distraction."

I wrote that policy.

The licenses renew next month.

I'm requesting an expansion.

5,000 more seats.

We haven't used the first 4,000.

But this time we'll "drive adoption."

Adoption means mandatory training.

Training means a 45-minute webinar no one watches.

But completion will be tracked.

Completion is a metric.

Metrics go in dashboards.

Dashboards go in board presentations.

Board presentations get me promoted.

I'll be SVP by Q3.

I still don't know what Copilot does.

But I know what it's for.

It's for showing we're "investing in AI."

Investment means spending.

Spending means commitment.

Commitment means we're serious about the future.

The future is whatever I say it is.

As long as the graph goes up and to the right.

[Esteban Eid Jordán @estebaneid]

Tal cual… con crecimiento exponencial de la complejidad de mantenimiento porque al final nada se reúsa, por miedo, entonces se duplica. Es un virus.

[DHH @dhh]

Microservices is the software industry’s most successful confidence scam. It convinces small teams that they are “thinking big” while systematically destroying their ability to move at all. It flatters ambition by weaponizing insecurity: if you’re not running a constellation of services, are you even a real company? Never mind that this architecture was invented to cope with organizational dysfunction at planetary scale. Now it’s being prescribed to teams that still share a Slack channel and a lunch table.

Small teams run on shared context. That is their superpower. Everyone can reason end-to-end. Everyone can change anything. Microservices vaporize that advantage on contact. They replace shared understanding with distributed ignorance. No one owns the whole anymore. Everyone owns a shard. The system becomes something that merely happens to the team, rather than something the team actively understands. This isn’t sophistication. It’s abdication.

Then comes the operational farce. Each service demands its own pipeline, secrets, alerts, metrics, dashboards, permissions, backups, and rituals of appeasement. You don’t “deploy” anymore—you synchronize a fleet. One bug now requires a multi-service autopsy. A feature release becomes a coordination exercise across artificial borders you invented for no reason. You didn’t simplify your system. You shattered it and called the debris “architecture.”

Microservices also lock incompetence in amber. You are forced to define APIs before you understand your own business. Guesses become contracts. Bad ideas become permanent dependencies. Every early mistake metastasizes through the network. In a monolith, wrong thinking is corrected with a refactor. In microservices, wrong thinking becomes infrastructure. You don’t just regret it—you host it, version it, and monitor it.

The claim that monoliths don’t scale is one of the dumbest lies in modern engineering folklore. What doesn’t scale is chaos. What doesn’t scale is process cosplay. What doesn’t scale is pretending you’re Netflix while shipping a glorified CRUD app. Monoliths scale just fine when teams have discipline, tests, and restraint. But restraint isn’t fashionable, and boring doesn’t make conference talks.

Microservices for small teams is not a technical mistake—it is a philosophical failure. It announces, loudly, that the team does not trust itself to understand its own system. It replaces accountability with protocol and momentum with middleware. You don’t get “future proofing.” You get permanent drag. And by the time you finally earn the scale that might justify this circus, your speed, your clarity, and your product instincts will already be gone.

[The Nobel Prize @NobelPrize]

Venezuelan artist Danny Ocean performs "Alma Llanera" during the 2025 Nobel Peace Prize award ceremony in Oslo City Hall.

The beloved Venezuelan song "Alma Llanera" ("Soul of the Plains") was created over a hundred years ago by Venezuelan musicians Pedro Elías Gutiérrez (composer) and Rafael Bolívar Coronado (lyricist) and is considered the country's unofficial second national anthem.

The 2025 Nobel Peace Prize is awarded to Maria Corina Machado “for her tireless work promoting democratic rights for the people of Venezuela and for her struggle to achieve a just and peaceful transition from dictatorship to democracy”