This is better than a java role (diminishing return).

Am unlikely (but possible) to get more money anywhere in Singapore. Do I feel the same way when joining OC (yes) and Stirt?

This is arguably better than a c++ coding role as I already have hands-on coding experience.

This is better than a c# role, because c++ is strategic to my career.

(Master copy – in 610610 blog.)

It’s Inevitable on any long-term effort — we sometimes feel a tinge of self-doubt whether the investment is worthwhile, seeing no ROI on the horizon. Some moral support/conviction/faith needed, or the motivation might wear off.

– Spare capacity? There’s definitely some spare capacity in you (as I told Shuo). If you don’t’ bring it out, then you will see some of your peers use it to strengthen their competitiveness.
** Are there better uses of the spare capacity?
– Some peers will (with the spare capacity or otherwise) become versatile in java, dotnet and c++. How would you feel?
– This game I can strengthen and become more competitive. This is one of the few games I am sure. Many peers move up in leadership, but is leadership my game? On Wall St you may try leadership mostly in small dev teams and must remain hands-on.
– let’s get down to the real pains — stable income, security for family, staying relevant and marketable, multiple sources of jobs.
** Less of a pain — job title, high income
– Key question: At age 50 Which country offers that stability?

– specialist? There is a small number of guys in Wall St and the City of London, who specialize in hands-on coding across a wide range of technologies. (Somehow they may not become senior architects, but they have marketable skills.) That would be a good role for people like me.

– learning c# helps me understand java and swing from a unique angle. Makes me a stronger candidate, blogger and teacher.

My strengths

* Monitor progress of the coaching

* Set a positive tone during the session

* I'm fully aware of the need to be a righteous role model. People must first respect the leader, otherwise sooner or later they will (subconsciously) feel reluctant to follow. I feel many of my managers are not that good overall as a person. They just happen to occupy that seat with that power. Same in the family.

** in fact, most of the time team members simply follow instruction without “respect”

* fairness

* I don't want to sound domineering. I want to be “equal”. When we meet after the guy resigns, we are still equals.

My areas of improvement where I see good role models

* Build a supportive relationship

* Observe the behaviour and emotion of the person being coached. This is good leadership.

* Periodic on-going coaching sessions. I feel behaviour improvement can be very tough and take a huge effort.

Suppose you meet a guy from an lesser-known hedge fund. Perhaps a quant strategist, a quant developer, a high frequency trader, a fund manager or the CEO. He could be full time running multiple funds for a few years, perhaps with multiple investors in his funds. How do you know he is not an unemployed high school dropout running his one-man operation out of his parents' garage? His investors might be relatives + friends.

The real evidence is asset under management. Anything below $10m is a tiny fund.

Now you meet another guy, from a HFT software vendor. This time Real evidence is company revenue. If not, then big-name backers.

A simpler evidence of track record is past salary.

In conclusion there are too many people with big words in the resume, but only a fraction having credible track record (brank).