What I tell my team to do is to drop using so many cloud saas apps, and build more themselves using LLMs.

I’m not planning on firing people, but I am planning on building more, using more tokens, and less app subscriptions.

One aspect of building that doesn’t erode is human values.

LLMs don’t create software with zero direction and although I do have 12 agents building constantly, I run out of attention to increase that to 100.

> All my finance and payment domain expertise, all the debugging intuition and distributed system knowledge earned through hours of sweat and tears, is now promptable.

Is it really though? Access to information is quicker, but you still need to know what ‘good’ looks like to leverage it effectively. I can prompt my way to a medical diagnosis, but I’d still want to run it by a doctor.

Realistically, what should we have done instead? Not invent LLMs? What happens when a couple thousand people invent the next disruptive technology and even more of the population loses their jobs?

It seems like new tech is something most of us have to lie down and accept as the new reality each time it's invented, barring full-scale rioting. Much as with the Cold War.

Agents are getting good but professing they are surpassing you in domain and architectural knowledge with no special prompting is basically self reporting at this point. That could be your job wasn't that complicated or your personal knowledge wasn't that strong, either way, same result.

Don't get me wrong, I am sure we will get to all three of these pillars, probably by next year. I am not naive.

I’m excited about the genAI future. I’m a software engineer interested in product, user experience, architecture, and entrepreneurship. After 4 years in the industry, mostly within fintech, I have gotten tired of slow organizations, company politics, nontechnical managers doing the decisions etc.

I’ve saved up a couple of months of salary, have a couple of bootstrap ideas that I believe are within reach for me equipped with a coding agent to build. Hosting can be done almost for free. What used to take entire teams and hence millions of dollars to build can now be done a lot cheaper. If I’m lucky one of those ideas can pay my bills soon. If not I’ll go back to consulting for a couple of months.

The market still seems to be hot for roles that provide leverage like platform engineers and Staff+ engineers

The OPs domain/subject matter expertise is the part that should elevate their career. Understanding how large applications are constructed should also remain a pillar.

The coding and debugging part will be GenAI and possibly guardrails (harness engineering) tuned specifically for fintech, which they are also well-suited to implement.

I think that the domain knowledge still matters: if for nothing else, then at least it can make the communication both with savvy AI tools and savvy humans more effective compared to "outsiders": acquired vocabulary, truly grokked concepts in the field of target expertise etc… -- that all seem like a huge competitive advantage over folks having to learn all that "on the go", constantly struggling to pick the right nomenclature or using wrong or vague terms. It's mostly that domain knowledge what makes experts understand problems faster or at all, even.

Do any of us? But I think it's kind of backwards the way it's presented in this article; the raw code part it has down more so than the design sense.

I also would point out that, while this thought has occurred to me about the skills being commoditized, in practice I don't see that everyone's getting the same results from the tools. Not sure what's going on but that's interesting.