[michaelt]

I will agree that 'receipts' is part of the core product and should be retained. I didn't mention it because I'm sure we can agree it's within the capabilities of a 30-person team!

I ignored the other stuff because I don't know WTF "pickup special cases" or "on-trip experience business logic" or "growth features" are. So I'm not informed enough to guarantee they aren't part of the core product offering - although you can probably guess my intuition on the matter.

[yourapostasy]

This kind of "how hard could it be" analysis is what causes people espousing it to go surprised-Pikachu-face when their nose is ground into fractal complexity requirements. The closer to the coalface you get, the more "huh, who would have thought?" is murmured. A huge chunk of this comes from only thinking about happy path logic in one setting.

The software that runs the world and gets actual work done day-in, day-out behind the scenes, is riddled with edge case handling. In really mature codebases impacting many stakeholders (not just direct users), the product team can categorize 1% or less of the stakeholder population by a tiny fraction of a commonly-used feature set they use. On that basis, the coding and maintenance effort for the edge cases can sometimes outweigh the sliver of features used by that sub-population of stakeholders.

We aren't talking about a web scraper or run of the mill DevOps here. Anytime you work with lots of business rules in multiple jurisdictions impacting the same processes, the edge case counts go up rapidly, and combinations of processes that you never thought would intersect but are forced to by specific jurisdictions also appear more frequently.

[XorNot]

I mean this is still arguing over 3 orders of magnitude difference in employee count though. Uber is incredibly heavy on non-"provides a ride from point A to point B" compensations.

[yourapostasy]

Due to the lack of Operations having a real seat at the social hierarchy table at most companies, it isn't hard to see why you can have such a vast difference when dealing with many jurisdictions.

Here is how it works in most of my clients. Management is at the top of the heap. Business/sales/marketing comes next. Developers/engineering after them. Way down at the bottom of the heap, sits Operations. They're the "grunts".

The default dynamic is developers code up a system and toss it over the wall to Operations. When informed by operations of some edge case that comes up frequently on the sad path, developers roll their metaphorical eyes and tells Operations to "just" develop and follow some "SOP".

Cue "One Decade Later..." in French accent meme...

After enough of those edge cases over enough time, it isn't hard to see why all those manual intervention edge cases result in an operations-oriented staff bloat. These are especially challenging to address, because everyone is looking for a silver bullet and very few people in charge of writing checks will accept the reality that this is every bit as much technical debt as the code that runs on the systems, and working off that debt with interest is a slog of expensive unwinding.

Uber gets hit on multiple fronts with this dynamic. More jurisdictions, in an incumbent industry that has accreted more baroque government interfacing, that has simultaneously famously resisted making any of its relevant data available in any form whatsoever beyond paper and microfiche. Sometimes it will take more people than you can imagine.