The just-say-no engineer was a ZIRP phenomenonThe engineer who says no all the time is a real archetype among senior and staff engineers. Their role is to slow things down, to block the development of features that add complexity, and to ensure that as little code gets written as possible (since code is a liability).

We can think of this as the just-say-no engineer1, as opposed to the just-say-yes engineer. The just-say-yes engineer is obsessed with moving fast, approves code changes by default, values MTTR over MTBF, and tends to ship a lot of code. The just-say-no engineer is obsessed with quality, is happy to move slowly, and blocks code changes by default. Most engineers are somewhere in the middle of the spectrum. By “just-say-no engineer”, I’m talking about the group of engineers who most strongly identify with that archetype.

The just-say-no engineer is having a hard time in the era of AI. It used to be that they only had to say no to more junior engineers’ handwritten PRs, but now they have to say no to a barrage of AI-generated code, some of it generated by managers and VPs who are politically difficult to say no to. For the first time in their careers, they’re under a lot of pressure to lower their standards and start saying yes. However, this isn’t because of AI. It’s because of the end of ZIRP.

ZIRP and the just-say-no engineer

ZIRP, or the “zero interest rate policy”, is a shorthand for the era of software development between 2008 and 2022 when banks were allowing companies to borrow money at near-zero interest rates. During this period, investors were throwing borrowed money at anything, which meant that tech companies were incentivized to constantly hire engineers for low-risk high-reward projects2. Successful companies would routinely grow from tens of engineers to thousands, who would go and work on all kinds of things: tangential open-source projects, endless technology migrations, rewrites into other languages, and so on.

It was a great time to be a software engineer. We had a lot of bargaining power, and could get paid top dollar to do almost anything. The bosses largely didn’t care, because (a) teams were growing so fast they couldn’t pay attention, and (b) just having more engineers around was beneficial to the stock price, which was the main thing they cared about. But tech companies did have one problem: with so many engineers running wild, how would they keep their systems from becoming completely unmanageable? Enter the just-say-no engineer.

In this environment, having a very senior engineer whose only job is to say no to things was actually quite valuable to the company. There are a few reasons for this:

Having half of the company’s engineers enmeshed in an endless loop of proposing changes and being told no was totally fine - they didn’t need to be productive anyway, and this way they weren’t impacting business-critical systems.

It also solved the problem of the 5% of engineers who would get drunk on their technical freedom and make wild proposals like migrating to a hand-rolled database.

Having a reputation for a very high technical bar is a positive for hiring (and remember, during ZIRP every tech company was always hiring)

The end of ZIRP

When banks hiked interest rates, almost every tech company immediately laid off 5-20% of their engineers. It was just no longer profitable to keep a bloated engineering staff around to boost the stock price. Instead, companies had to actually make money3. However, that wasn’t a good public explanation for the layoffs, since it sounds weak to admit that you were paying hundreds of engineers to do unprofitable work. Fortunately, the end of ZIRP coincided roughly with the rise of ChatGPT, so tech companies were able to to blame their layoffs on the power of AI. Saying “with this transformative new technology, we’re able to deliver 10x the value with half the engineers” is a much stronger message, even though it doesn’t make much sense (if this is true, why not keep your engineers and deliver 20x the value?)

Something like this dynamic has been happening to the just-say-no engineer. Tech companies are now more focused than at any time in the past two decades. They are not doing a bunch of random crap anymore; instead they’re desperately chasing new capabilities and features that can make money (mostly built on AI, for obvious reasons). This new environment is actively inimical to the just-say-no engineer. It’s as if a shark got pulled out of the deep ocean and dropped into a fast-flowing river: what was once a powerful apex predator is now disoriented and flailing.

This kind of engineer used to enjoy implicit (albeit distant) support from their management. If someone complained, they’d often get told “that engineer knows what they’re doing, if they said no, then I trust them”. Now that support is gone. The just-say-no engineer is now being criticized and actively overruled by their management. They’re being told to be more of a team...