[danpalmer]

At my university, JPMorgan were well known for sweeping up the bottom ~10% of each cohort. I'd never work there based on the people I know who went there, they were the students that just didn't get it. My interactions with their recruiting at conferences solidified this somewhat, as it seemed to be a graduate sweat shop with no skills development beyond what was necessary to ship the next bit of code that was legacy tech debt at the point it shipped.

> tell me about the innovations you've pioneered, Jamie

So I'd say the innovation is having a productive (at a business level) IT org despite the awful software engineering. The software engineer in me says that they're in a local-optimum that costs more than it needs to because they need so many people to achieve what they do given their terrible tech, but I can't really justify this. Its organisations like this that make me really consider whether doing engineering well does actually matter.

[lefstathiou]

It absolutely does matter when you are building systems that are “sub scale”. JPM solutions can directly impact the cost of borrowing for entire nations, which drives the quality of life for millions of people. Innovation at this scale is measured in single digit % improvement over quarters or years. Not for everyone (including me). I’m not doing their It organization justice but you can’t bring a “move fast and break stuff” standard to this operation.