I don't believe the article was about him really, but he was mentioned at the same time, and for some odd reason, his picture was initialy here, instead of Subhash's.

On the other hand, as someone that worked under Subhash during much of his tenure, I believe I can say these factual things without being subject to slander.

On a few occasions, when he had a team meeting for all his reports, many people wondered if Subhash knew what he was talking about, or if there was any purpose at all to the meeting. I personally heard nearly 10 people questioning this just after a meeting. [This is an opinion, so it's safe.]

For various reasons, after several months under him, so many people started either quiting or doing internal transfers so quickly that Yahoo HR sent us 2 special confidential surveys to find out why we were so unhappy, had a group meeting to tell us they would try to address our concerns, and scheduled one on one meetings between HR and developers. [fact, so safe]

Enough people continued to leave, and I guess the feedback came in about Subhash. Subhash's direct manager, and friend, then took away all his employees and his job function became something like special executive assistant. Meaning, he was an executive and was supposed to coordinate some things, but no longer had any direct authority. [also a fact]

I assume that he was laid off because Yahoo doesn't need high paid special executive assistants. [speculation]

In conclusion, maybe he was effective someplace else, but the only effects that I saw at Yahoo in the Data Platform team were bad.

I have to give Yahoo HR big credit for taking care of the problem here, especially considering Subhash's internal connections, but I guess in this case, it was easy enough.

not_one_of_subhashs_friends

I don't believe the article was about him really, but he was mentioned at the same time, and for some odd reason, his picture was initially here, instead of Subhash's.

On the other hand, as someone that worked under Subhash during much of his tenure, I believe I can say these factual things without being subject to slander.

On a few occasions, when he had a team meeting for all his reports, many people wondered if Subhash knew what he was talking about, or if there was any purpose at all to the meeting. I personally heard nearly 10 people questioning this just after a meeting. [This is an opinion, so it's safe.]

For various reasons, after several months under him, so many people started either quiting or doing internal transfers so quickly that Yahoo HR sent us 2 special confidential surveys to find out why we were so unhappy, had a group meeting to tell us they would try to address our concerns, and scheduled one on one meetings between HR and developers. [fact, so safe]

Enough people continued to leave, and I guess the feedback came in about Subhash. Subhash's direct manager, and friend, then took away all his employees and his job function became something like special executive assistant. Meaning, he was an executive and was supposed to coordinate some things, but no longer had any direct authority. [also a fact]

I assume that he was laid off because Yahoo doesn't need high paid special executive assistants. [speculation]

In conclusion, maybe he was effective someplace else, but the only effects that I saw at Yahoo in the Data Platform team were bad.

I have to give Yahoo HR big credit for taking care of the problem here, especially considering Subhash's internal connections, but I guess in this case, it was easy enough.

not_one_of_subhashs_friends

In my experience in this valley, few senior managers come close to building
teams with higher morale and loyalty than I've seen Subhash build. I know
engineers that would leave their jobs readily to work for Subhash.

This guy turned around a company that was on the VC chopping block and saved
the jobs of over 130 people--and by the way, his changes shrank the monthly
loss rate from $1,000,000+ per month to $60,000 per month--headed toward a
break-even run rate--in less than a year.

Subhash dramatically raised the quality of software releases and instilled a
level of engineering development discipline that transformed the company's
ability to produce and deliver full featured, revenue-generating software
within planned dates.

Subhash is a unique, strongly technical talent that has unquestionably done
a lot of good for teams he has managed.

I really question the reliability of your "tipster" and some of the other
posters on this (looks like you flubbed it with George John and had to pull
back on that, for example). This kind of post uses the same tactics McCarthy
pioneered in the 1950s in this country and will add about the same value to this valley in the end.

techman100

techguy_03

sdstipster

kairos

vik99

vik99

Nicholas Carlson

xhooter

Edinburgh

mvguy

smatterchoo

ex_yahoo111

Nicholas Carlson

Snarkotron

[bizcast.typepad.com]

abmw

Do change the picture or move the comment about George John to a different post.

fetish

ex_yahoo111

kairos

mandarin

can't wait for your first slander lawsuit

mtalinm

whataday