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James Waldrop
Engineering at Google
James Waldrop is a seasoned software engineer and technology leader with extensive experience in building large-scale internet applications. He currently holds a senior engineering role at Google, having joined the company after its acquisition of Fitbit.35
Career Highlights
Google:: Waldrop currently works in a senior engineering capacity at Google.34 He joined the company following Google's acquisition of Fitbit, where he previously held the position of Vice President of Engineering.6
Fitbit:: Prior to Google, Waldrop served as the Vice President of Engineering at Fitbit.6
Twitter:: Before his time at Fitbit, Waldrop worked at Twitter, where he managed several engineering teams responsible for developer productivity. His focus areas included Build, Test Frameworks, and Developer Analytics.1
Salesforce.com:: Waldrop also has experience working at Salesforce.com, where he likely contributed to performance engineering efforts.1
Expertise and Contributions
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Large-Scale Applications: Waldrop has been building large-scale internet applications for over 20 years, adapting to the evolving definition of "large scale" throughout his career.1
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Performance Engineering: He has significant experience in performance engineering and scalability.15
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Open Source: Waldrop wrote and open-sourced the Iago load testing library, drawing from his experience in performance engineering at various companies.1
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Developer Tooling: He has a background in developer tooling and productivity.5
Education
Waldrop attended the University of Pennsylvania for his education.
Personal
Outside of work, Waldrop is a father to two daughters. When he finds free time, he enjoys kayaking on or around the San Francisco Bay.1
James Waldrop's LinkedIn username is indeed "jawaldrop"2, and he maintains a presence on Twitter under the handle @HiveTheory.5
Highlights
This Friday I woke up very early to the news that the company was laying off 12K employees. I spent the day reacting -- identifying people immediately impacted, learning that many of my friends and co-workers from Fitbit were among them, and fielding the stream of inquiries about my own status.
It's two days and (importantly) nights later and I'm finally able to think beyond the superficial aspects of the layoff. I have two things I want to get off my chest. LinkedIn is as good a venue as any.
First of all: this sucks. Many very talented people, in all sorts of roles, have been immediately terminated. I cannot explain why they were selected. In the cases where I know the people well, I assure you that they have been great to work with. Any company will be lucky to hire them.
I know it's layoff season, but I was hoping that all the re-prioritization, headcount clawbacks, spending reductions, etc would allow us to avoid this outcome. It's a failure of leadership that the best thing we could think to do with all this human potential is to lay them off. If you were affected, please go and prove how foolish this decision was, I know you will flourish.
Secondly, I appreciate that layoffs are sometimes necessary and have done them myself in the past. That said, the way in which they're being done is wrong. Layoff by email is awful and layoff discovery by losing system access is worse. Until now I could say that any time I had to lay someone off I let them know personally. I looked them in the eye, gave them the bad news, and treated them like a human. It wasn't fun, but it was the least they deserved.
Friday someone on my team found out that they no longer have a job through some means that I don't even know. I found out because their name was on a dashboard. I wasn't consulted, and I couldn't thank them for the work they'd done for the project or give them the courtesy of listening as they took in the news. This makes a hard event even harder.
I'm in a senior role at Google and this is not my first rodeo. I know that layoff-by-email is an exercise in risk mitigation. These risks are not imaginary. That said, we mitigate risk daily and accept it when we can't mitigate it. Careers are long. These layoffs are public and no one is going to forget how they were done. There are missed opportunities here. Yes, there's no good way to do a layoff, but there are less bad ways. Just because the industry has embraced this new, no-touch style, does not make it right or acceptable. We can do better.
