On Wednesday, 21 October, for a few hours we had to run our clients’ websites while a serious, publicly known security flaw still had no installable fix. The sites stayed online throughout; only file uploads and online payments were paused. By the evening, those were back as well.
We often work with Solr on our projects, and we frequently encounter bugs—both minor and major—as well as development requests.
Solr is a rabbit hole where you can go very deep, but even a few basic concepts are enough to answer these kinds of questions in a relatively short amount of time:
“The word ‘xyz’ appears in field x of the content, but when I type it into the search bar, I don’t get any results. Why?”
The key lesson of the past five years is simple: there is no return to the old order. The market is constantly evolving, tools change, expectations change, and we are looking for the answers that work in this constant movement.
We described 2022 as the year of uncertainty and 2023 as the year of resilience. Looking back a bit, 2020 and 2021 were no less turbulent. After years of continuous adaptation and seeking new paths, how could we summarize 2024 in one word?
Recently, we realized just how long it has been—nine years—since the release of the completely rewritten, Symfony-based version of Drupal. Since then, a lot has happened, and it took nearly a decade for the persistent efforts of the community to bear fruit.
<p>In two thousand and twenty-three, we softened everyday difficulties with mint syrup.</p>
<p>Sometimes I feel like we're trundling upstream at the speed of a well-loaded barge while the speedboats pass us by, but I think it's worth zooming in at this point.</p>
<p>I've always dreamed of a company where people spend time together not just for the sake of work, but also because they enjoy each other's company.</p>
Focusing on small changes instead of the end goal and experiencing the process itself in a positive way - these are the things that I learned to appreciate
<p>I love my job, the people I work with every day and the way we work. Yet after a month, 3000 kilometres from the office, I realised that I was probably on the verge of burnout.</p>
<p>We have been measuring the well-being of the business community for eight years. At the end of every two weeks, on the day of the shutdown, we all answer three questions. How well have I done? How did I feel?</p>
<p>Everything we had previously experienced as a working model has been fundamentally shaken. The effects of our extended environment have become embedded in our daily lives, and stress has entered most of our lives on a scale never experienced before.</p>
<p>There is no need for acting smart, an accepting environment is much more useful.</p>
What are the things to look out for when recruiting? This is probably one of the most critical questions because if we get it wrong, it will have severe consequences in the long run. We want to attract competent people to the team. Competence builds trust, and the more competent someone is, the faster they can build trust.
We have completed 25 sprints and more than 4800 issues covering around 15,000 story points. We spent at least 10,000 hours in online meetings and worked on 23 projects, out of which five accounted for 50% of our income
