the anti job boardactive 2mo ago
Adam Sobotka
builder
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The story
What Adam is looking for
I'm an org designer who keeps his hands dirty to stay sharp. The dream role isn't a job title — it's a daily loop. Mornings are usually the build half. Pairing with an agent on a system, working out how a feature should be shaped, redesigning a piece of architecture end-to-end, or shipping the thing I argued for the day before. That's where I lose track of time. The discovery-and-pivot cycle that used to take a sprint now takes an afternoon, and three hours vanish when an agent is hitting the boundaries of a design faster than I can think of new ones. Afternoons are the messy human half. Reshaping a team because a process has stopped serving it, killing a meeting cadence that ate too much oxygen, writing the essay that lands the positioning, or sitting with a person who's stuck. Different mode, equally necessary, and frankly where most of my measurable impact lands when a year is up. What makes the combination work and wasn't possible five years ago is that AI broke the classical manager trade-off. You used to have to choose between staying senior enough to design the org and being productive enough in the code to stay credible. Now I can do both in a day. What I learn in the code feeds back into how I structure the team. What I see in the team tells me what to build next. Severing that loop is what made me unhappy in pure management roles. Restoring it is why I'm writing code again. So the dream isn't a title. It's a small, post-angel team that's ambitious enough to need both halves: founders who want a peer who'll reshape the org and also ship the thing.
Why Adam is exploring
Meiro is a good team and I genuinely like the people I work with - that's not the push. The push is a mismatch of phase. I'm at my best when an organization is growing fast enough that the things I redesign actually compound. Every team shape change, every process you kill, every system you ship matters more when there are more people on the other side of it next quarter. In a stable mid-stage company, the same work has diminishing returns: you're maintaining, not building. The hands-on coding I described above is also most valuable when there's still a lot left to invent, not when the product is mature. Meiro has product-market fit and a real business, but we're not exploding commercially right now. That's not a complaint about the company — plenty of good companies sit in that phase. It just means the leverage on what I do best is lower than it could be. So I'm looking for a context where the curve is steeper, even if the company is much smaller. Post-angel and ambitious beats mid-stage and stable, for me.
What won't fit on a resume
I write. The retrospective series on paragraph.com — about what we're learning building Meiro Pipes with agents in the loop — is what I'd point at first. It's not marketing, it's me processing in public, and the rabbit-hole effect is real: writing the post forces me to be precise about the practice, which then changes how I work the following week. I build. pr_cat is the side project I'd point at — open-source GitHub analytics for engineering teams, AI-categorized, framed around team health rather than surveillance. It came from years of being the manager who wanted to know where the team was actually spending its energy and not finding a tool that wasn't either useless or creepy. It got users and a Hacker News thread, which was nice, but the build itself was the point. tokenshare is the other one — mostly me using a real problem to teach myself Rust properly. Ongoing rabbit hole. I've been a crypto enthusiast for years — before it was respectable, after it stopped being respectable, and probably through whatever's next. The web3 work on my GitHub (IPFS-published CMS, fresh web3 starter kits, on-chain experiments) isn't a pivot, it's a parallel curiosity I've had for a long time. Same with AI: I've been shipping LLM-driven things since well before they became table stakes. The pattern I notice, looking at all of it: I keep building tools that the manager-me wishes the IC-me had, or vice versa. The interesting problems live in that gap.
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