[segmondy]

When they rewrote your components was the solution better or worse?

In the 2nd position, do you know why the executive didn't like you? If you don't know, then that's the problem. Maybe you are too proud, perhaps you are too loud, perhaps you smile a lot, perhaps you don't smile a lot. It doesn't matter the reason, it could be valid or not. You need to discover why this executive doesn't like you.

If you figure out why, you can try to at least control it. Perhaps he doesn't like you, because your team was crushing it, releasing amazing stuff. Perhaps he wants credit. Sometimes giving people credit even when undeserved to get them off your back is worth it. You can ask him a question or two. Release your project and say you couldn't have done it with the amazing advice.

It would be nice not to have to play politics, but in most organizations, a lot of people are motivated by money and power. As you climb up it becomes a game of throne like environment. Ignorance to the happenings will frustrate you and be the end of you. You can either play or be destroyed. BTW, grab a book on "Nonviolent communication" best of luck.

[frustratedmngr]

The startup actually used two different stacks / programming languages. They would generally just port my micro-services from one stack to the other and brag about the fact that they were faster than me in writing them, which, in my opinion, really isn't a fair comparison given that porting something is a lot easier than writing from scratch (since you don't have to make decisions about architecture, etc).

On your second question, I have no idea why this executive doesn't like me. I wrote a comment on another thread on my first negative interaction with him and someone suggested that my presence somehow messes up with plans he originally had. However, I can't really think of anything.

[beatgammit]

Have you tried talking to the exec? Take him out to lunch or something and get to know him. Find out his professional interests, get a feel for his motivations, and understand his relationship to the CEO.

Once you understand him, you can make a gameplan. Since you said the exec is close with the CEO, he's probably a good friend to have, and patching things up with him can really improve how you look to the CEO.

Business is about people, and technical accomplishment only goes so far. Figure out how to make the right people happy and you'll go far.