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More than $4 trillion in equity compensation (RSU, ISO, ESPP etc) remains unmanaged for employees. Founded by veterans in this field, Grantd helps financial advisors transform this complex, often-overlooked benefit into actionable tax-informed strategies for clients and new business opportunities for advisories. We’re excited to see our strategic partners share this vision and place their trust in the team.

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U.S. energy demand is surging — don’t get left behind. New gas projects and large industrial loads are reshaping power markets at breakneck speed. In this high-stakes landscape, timely and accurate data is essential. Halcyon’s Data Products, powered by a regularly updated authoritative data catalog of 4.5+ million documents from all 50 public utility commissions, ensure you always have the latest energy market intelligence. Download this guide to see how AI can help power sector stakeholders find new growth opportunities first.

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This is an important article written by Rick Turoczy. It’s hard enough starting a company in Oregon. The legislature just made it even less desirable.

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I thought this was a good and very reasonable talk by Eleanor Millman on how to prioritize projects for a platform engineering team: https://lnkd.in/gaYtUHRH A few insights I took from it: - Unlike product features which can be more directly tied to revenue, platform engineering work is a couple steps removed. But that doesn't mean it's unimportant! Far from it, platform engineering projects can make everyone at the company more efficient, able to produce higher quality software, etc. - While "urgency" is always going to be a factor, you don't want to just be putting out fires, you want be able to prioritize work which is "high impact" ... even if that impact isn't felt immediately. - Good rule of thumb: prioritize "highest impact for lowest effort". - The talk has some ideas on what factors to choose for impact, and how to blend them. For instance "speed of development" is one factor, "cloud cost optimization" might be another. The weighting of different impact factors can change over time, depending on the needs of the business. I would say that a lot of companies don't have much methodology here but I can really see the value in codifying it. You can always change the methodology or the weighting if it's spitting out results that don't pass the smell test or you really feel it is leading the company astray. Clarity can give the org more freedom to put resources behind projects that would otherwise never be taken on. When things are unclear, prioritization still happens implicitly, but the decisions tend to be a lot more random and fear-based and the org is worse off as a result.

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The reality is that every engineer is becoming a tech lead with a crew of agents. In that world, the primary job shifts from writing code to coordinating work: tasks, context, handoffs, and verification. That likely calls for a new kind of UI, one that feels closer to Kanban, Jira, or Asana than a traditional IDE. We don’t know yet if Intent is the final winning approach, but I’m excited we’re shipping a research preview instead of standing still. PS: What’s one small, recurring pain in your daily workflow? Drop it in the comments. If it’s a good fit, I’ll build a prototype with Intent and share what we learn.

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A helpful takeaway from my conversation with Josh Sorenson: development teams should be thinking about how to empower more people to prototype. The prototype can be rough, the point is momentum. Then the dev team can translate it into planning documents and rebuild the solution properly from scratch.

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The circles of Control, Influence, and Concern Early in our careers, we’re often told to “own the outcome.” As we grow, that ownership broadens beyond code or systems — it extends into people, mechanisms, and culture. Stephen Covey’s Circles of Control, Influence, and Concern provide a simple but powerful framework for reflection — one that we all live through daily. Circle of Control This is what you can directly act upon — your code, design quality, and decisions. It’s where you move fast because you don’t need permission to do what’s right for the system. For me, this means writing tenets, defining metrics, reviewing designs, and raising the bar on engineering standards. Circle of Influence This is where leadership without authority matters. You can’t force a change here — but you can shape it. Influence is built through clarity, trust, and data. When you help another org simplify a design, mentor an SDE into a stronger reviewer, or align leaders on shutting down a misaligned project — you’re operating here. Your success depends not on hierarchy, but on how consistently you demonstrate judgment, objectivity, and customer obsession. Circle of Concern This includes everything you care about but can’t control — like organizational priorities, macro-level business shifts, or leadership changes. The key here is emotional discipline. Those who spend energy worrying about concerns they can’t act on end up drained. Those who channel that energy back into influence — writing a clear doc, proposing a mechanism, or building alignment — create impact. Success isn’t about controlling everything; it’s about knowing where to invest your judgment, where to build trust, and where to let go. How do you decide which circle your current challenge belongs to?

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Too often, we treat software engineering like factory work, rigid, process-driven, optimized to the decimal. But the best teams I've worked with operate more like artists. In my new Fast Company piece, I argue that creativity, improvisation, and passion aren't "nice to have", but essential to building great software. The future belongs to teams that can ship and make magic. Read more: https://lnkd.in/gTqTCSse #softwareengineering #leadership #creativity #fastcompany

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