Month: June 2025

June 23, 2025, 1:48 pm IDT

“The data layer in enterprise IT stacks is continuing to increase in importance as a critical enabler of next-gen AI applications.”

Couchbase, a provider of distributed NoSQL database platforms for cloud-native applications, has been acquired by Haveli Investments, in an all-cash transaction valued at approximately $1.5 billion.

The company offers a data platform combining JSON document storage with in-memory key-value access, enabling scalable and responsive systems. Its platform supports multi-model workloads, including full-text search, real-time analytics, eventing, and time-series data, accessible through a SQL-like language. Couchbase provides both self-managed and fully managed deployments via Couchbase Server and Couchbase Capella (database-as-a-service), and extends functionality to edge devices with Couchbase Mobile.

The acquisition will return Couchbase to private ownership after its 2021 initial public offering on the Nasdaq. Haveli Investments held a 9.6% stake in Couchbase prior to the acquisition offer.

Couchbase shareholders will receive $24.50 per share in cash. This represents a 67% premium over the March 27th closing stock price and a 29% premium over the June 18th closing price. The deal includes a go-shop period ending June 23rd, allowing Couchbase to solicit competing offers. The transaction is subject to customary closing conditions, including shareholder approval and regulatory clearances.

“The data layer in enterprise IT stacks is continuing to increase in importance as a critical enabler of next-gen AI applications,” commented Sumit Pande, Senior Managing Director at Haveli Investments.

The global NoSQL database market is projected to experience significant growth in the coming years. The acquisition price reflects the strategic value of Couchbase’s technology within this expanding market. The deal is expected to close subject to customary closing conditions.

Key competitors include MongoDB, offering a document database known for its scalability and flexibility, and Amazon DynamoDB, a fully managed NoSQL database service provided by Amazon Web Services, offering high performance and scalability. DataStax, another competitor, provides a distributed database built on Apache Cassandra, emphasizing high availability and scalability.

Transcript

Introduction [00:28]

Michael Stiefel: Welcome to the Architects Podcast where we discuss what it means to be an architect and how architects actually do their job. Today’s guest is Rashmi Venugopal, who has a track record of building and operating reliable distributed systems, which power mission-critical applications at scale.

Over the past decade, she has been instrumental in designing and developing complex software systems that enable consumers to effortlessly pay for their subscriptions at Netflix, calculate tier pricing for various ride options at Uber, and manage Azure Cloud networking configurations at Microsoft. With a master’s degree in information networking from Carnegie Mellon, Rashmi currently serves as staff software engineer at Netflix. In this role, she leads cross-functional initiatives aimed at driving subscription growth through payment orchestration for over 250 million members.

Becoming an Architect [01:27]

When she’s not immersed in code, you’ll find her outdoors either hiking, camping or at a local park reflecting on the impact of technology on the world. It’s great to have you here on the podcast, and I would like to start out by asking you how your interest in software architecture started. It’s not as if you woke up one morning and said, “Today I’m going to be an architect today, I’m going to do architecture”.

Rashmi Venugopal: Hey Michael, thank you so much for having me and I’m excited to be here. An interesting observation, just based on how you phrased your question around being an architect, is how less common the title of the architect has become now. That said the role of the architect is still alive and very much around and relevant for folks in senior or staff plus roles for sure. Yes, you’re right. It’s definitely not the case that I woke up one day and decided that I want to be an architect or a staff engineer, which is almost why I feel like my answer here is it was kind of an accident, and what I think I mean by that is that it represents a natural progression in my career, rather than a goal or an end state that I was actively pursuing. It is a function of seeking out new challenges and problems and questions for me to go after personally at an individual level.

But even organizationally, as you move up the proverbial ladder, the open questions that bubble up to you tend to become more complex and nuanced and it’s like, “Hey, the distributed systems challenges or software design questions”. Those are the ones that bubble up to you. And then when you spend more time thinking about that, and living and breathing that stuff, then that’s how you I guess, evolve into the role that I am in today.

Michael Stiefel: Did you ever think at some point consciously, or even unconsciously, that you were at a branch point? In other words, you could have become an architect, but maybe you could have stayed at an individual contributor or maybe you could have gone off into quality assurance. In other words, this evolution is partly under your control, and partly with the opportunities you get or the places you go to seek them out.

Rashmi Venugopal: Totally, and one branching point that I can think of now that you say it was, “Hey, did I want to become a manager? Or did I want to get into people-managing?” And that was an opportunity that came up in my organization as well, and that had me reflecting deeper like, “Hey, where do I find work satisfaction? Where does my sense of accomplishment come from?” And I made the explicit decision to stay as an individual contributor and not switch into people management.

Michael Stiefel: And no doubt you’re happier that you made that decision.

Rashmi Venugopal: Yes, I’m not saying that that door is closed always, but I definitely feel like I made the right decision at that time.

Michael Stiefel: Just thinking about this and maybe I have a biased perspective on this, you may turn out to be, if you do decide to go down the managerial role. You have a better idea of what your employees are going to go through having done it yourself.

Rashmi Venugopal: Yes.

Michael Stiefel: As opposed to somebody who just goes straight into the managerial role and does not necessarily understand. So I think that door not being closed, I think you may turn out to be a better manager if you decide to go down that route.

Rashmi Venugopal: Fair, fair and managers that have technical expertise, you can actually tell the difference when they’re the ones managing versus somebody that doesn’t. Yes.

Front-End, Middle-Tier, and Back-End Architecture [05:27]

Michael Stiefel: And hopefully they know enough to ask good questions, but not to dictate to you. So I’ve looked over some of the stuff that you’ve done and it’s been quite interesting. One of the things that I personally have found in my career of doing architecture and working in distributed systems or even going back to the days of service oriented architecture, even I’m old enough to remember the client server days. Hopefully I’m not dating myself too much, but one of the biggest problems I have found is that backend software architects and developers very often view the world very differently from front-end software architectures, and this disconnect can be quite difficult for an architect to grasp. What I mean by this is back-end software architects, you can tell me whether you think I’m right or wrong about this, obviously, tend to view the world much more in terms of individual events, transactions that we can roll back or compensate for.

I remember the days in client-server for example, where very often people used stored procedures, and that had a tremendous effect on the front-end. The front-end engineers think in terms of workflow, how users approach things. So for example, let’s say you have to fill out an application, you don’t have all the information you need right away. Supposing the social security number, I don’t have it. I need to get some sort of certification. I don’t have that right now. I don’t have the bank account number that I need to set up the payments or the credit card number. So if you took a very rigid backend view of the world and said, well, the database can’t have any nulls in it and we either have this information now or we don’t have it at all from a front-end, that’s foolish.

Now I think we’ve learned already how to deal with a situation like that, but I think that’s a very simple example of this disconnect and the fact that systems that don’t resolve this disconnect or handle it well have trouble evolving. And the question is how can we stop this from happening?

Rashmi Venugopal: Great question Michael, and a good one for me especially as somebody that works in the middle tier. So my team operates between the UI layer and the back-end layer, and I view our core capability as translating the APIs that the back-end teams provide and generate into packaging them into unified APIs or orchestrating between the UI interactions in the back-end. And this goes back to this almost a joke that people say that everything can be solved with an added layer of abstraction. That’s what this has come down to. How do we solve the mismatches or the challenges that we have, translating UI requirements to backend requirements. Hey, add a layer in the middle.

Michael Stiefel: If I can inject just a joke for a moment, I’ve often told people that I’ve done three things in my software consulting career, one trade off space and time, insert levels of indirection, and try to get my clients to tell me what they really want.

Rashmi Venugopal: The third one sounds like UI engineers trying to tell us, “Hey, this is what we want the user to do”.

Michael Stiefel: Yes. So I’m sorry for interrupting, but that’s sort of just this problem goes back a long way.

Rashmi Venugopal: Yes, and all those three points resonate with me as well. So in software topology we have, let’s say we have a three layered-system with front-end, middle tier, and back-end. The layers have separate responsibilities and they all exist for a reason and traditionally, as you said, backend engineers expose APIs, each of them are useful and meant to be used in a specific way.

The mid-tier is an orchestration engine that ties the backend and the front-end. They take the backend APIs and package them into atomic operations, and they know how to sequence these API calls based on an action that the user can take on the front-end side. In addition to all the challenges that you already called out with like creating a user workflow, I think our technology landscape has evolved to now people want to sign up or fill a form on the TV versus your iPad versus your mobile and just the presentation challenges can be so different across the platforms and now we expect our UI teams to be able to serve all types of platforms.

So the layers of abstractions are meant to help each of the layers to not think of anything that’s not part of their core competency or expertise. That said, if I boil it down to the core responsibilities for each, the way I think of it is: the backend is the source of truth for user state and user data, mid-tier can do experimentation or generate data for analytics purposes or provide some sort of standardization across different operations, and the UI of course, presentation across different platforms, user feedback that they’re optimized for user interactions.

When Reality Conflicts With Best Practices [11:13]

But there are of course obvious pitfalls that sometimes happen in the way we operate. What do I call a pitfall? If we have a scenario where there’s a tight project deadline and we have the backend API already exists, but we’re trying to create a user feature, sure enough, what we decide to do, especially as we’re AB testing something, we don’t know how well this is going to do when we put it out in the real world and we don’t know if a huge investment is worth it. So the initial stages are when the UI sidesteps the mid-tier and directly reaches out to the backend API, makes a call, and then that’s how they enable whatever this new feature is that they wanted to enable. And sure enough, the AB test did great, and now the product managers are like, when can we roll it out to everybody and fully productize this experience? How quickly can we do this because here’s the dollar amount associated with this feature.

This is like an example of how your ideal state, and your three tiered architecture then starts to get diluted, and the boundaries start dissolving, and then we deviate from the theoretical best practices in the real world, and this is something what I would call tech debt like we’ve done this once.

Michael Stiefel: Absolutely.

Understanding Tradeoffs [12:35]

Rashmi Venugopal: We’ve done this once, it’s worked well, but what does it mean for maintenance? What does it mean for extending this feature from its V zero version to a V two or a V three that’s even better. What does it mean for all of that, is something that is often overlooked when you take a very short term view. And I do want to say that at Netflix we’re pretty good at balancing the trade-offs and engineers have a say. And a lot of times I feel like some of these challenges are not obvious for everybody. So if you are the person that can foresee the pitfalls or the downsides of a certain trade-off, I would encourage them to be vocal about it.

Michael Stiefel: Two strains of conversation come to mind when you say that, but one that’s the most immediate to me is, do you find it easy or do you find people being receptive when you say “Yes”. Going directly from the front-end to the back there without the middle tier is good for the moment, but this is going to cost us in the long term and maybe we should do it now, but realize it’s going to cost. Are people receptive to that argument or does the pressure of the constant turnout functionality really force people not to think very clearly about this until it becomes unavoidable to do something about it?

Rashmi Venugopal: It depends. It depends on the scenario. Maybe I’ll give you an example of both cases. One example is there is a new policy or a regulation that’s come out and there’s a strict deadline that companies need to abide by to roll out the specific feature in order to continue operating. At that time, all bets are off. We’re trying to get this out the door as quickly as possible, but even then, I feel like there is a level of due diligence that is important to be done, which is in your proposal, call out the risks. It’s like, “Hey, be explicit about the trade-offs that you’re making and communicate and make sure that your stakeholders know that this is the trade-off that’s been made”. As opposed to silently make it and then being forced to eat the cost for it in the future. Nobody’s heard about the fact that the trade-off was even made.

So that’s one example. But in another case where the PMs or even the leadership is very invested in a feature because they see it evolving into the future, they think that it’s a big bet for the company and it’s aligned with the long-term strategic priorities for the company, then there’s more room to negotiate of, “Hey, what is this V zero version going to be and how much of an investment we’re going to make in that?”

Make Trade-off Decisions Explicit [15:34]

Michael Stiefel: I think that’s fair. And I guess it partially depends on how willing the engineers are. I think I’ve always done it in my career, and I think it’s very important to just state what is important because the worst decisions I have found that are made are the decisions that get made by default and where people don’t realize that they’re making a decision.

Rashmi Venugopal: And I want to add one more thing to that. Sometimes people hate the messenger.

Michael Stiefel: Yes absolutely. Yes, yes.

The Importance of Personality and Soft Skills [16:07]

Rashmi Venugopal: So as engineers, it’s important for you to have good relationships with all your cross-functional partners, and then it’s hard to do that. It starts from building the relationship, building some credit with that person to then be able to say that, “Hey, so you’ve built up that credibility”. So it’s a long way to build up to when you can push back and bring up something like this.

Michael Stiefel: I think that’s an excellent point because in the end, very often it’s personal relationships and very often cause technical decisions to be made one way or the other. I mean, I often had an advantage as being a consultant from the outside being called in. Sometimes, I got a little more leeway because I wasn’t going to necessarily be there for the longest term, to be a little more blunt. But even then, you have to be diplomatic. You have to care about people’s feelings, of the fact that someone may work on a feature that’s been a long time. and now you want to deprecate it. People are people at the end of the day.

Rashmi Venugopal: Yes. This reminds me of a common misconception that people have about the role of the architect, even the staff engineer role, is that they assume that it is a purely technical role. It is, but in my mind it is also a leadership role where your persuasion skills matter, your written communication matters, your ability to strategize and influence matters. Something to keep in mind.

Michael Stiefel: A theme on these podcasts has been sort of Gregor Hohpe’s elevator architect, where the architect has to be able to go from the boiler room to the boardroom, and be able to communicate business requirements to the technical people, and help the technical people understand that these business requirements are coming from real places and not because management woke up on a different side of the bed in the morning. Those are interpersonal skills, and I think too often people can think of architects as enterprise architects that exist in some on top of some mountain somewhere issuing edicts, and not the down and the depths of solution architects, the architects who have product responsibility, which is very much as you say, almost as much personality as well as the technical chops. You need them both.

Rashmi Venugopal: Totally.

Michael Stiefel: Or you stay as an individual contributor. And yes, where technical chops matter more. I think people are more forgiving of someone who has technical expertise and not the best personality, than someone who’s an architect.

Rashmi Venugopal: The reverse.

Michael Stiefel: Yes.

Rashmi Venugopal: I agree.

Michael Stiefel: And of course, as we talked about before, sometimes if you have too much personality, you can be too convincing, and be technically wrong. I’m sure we’ve all come across those people.

Rashmi Venugopal: Sometimes it feels like if you have the right kind of relationships and you’re able to convince the right people, you get to get your way.

Architecting the Middle-Tier [19:19]

Michael Stiefel: Yes, yes. So I want to come back to the sort of the second thing that when you were talking about the middle tier, and I found it very interesting what you were saying. What occurred to me is very often people want to think in terms of orchestration, or choreography, or event driven solutions. Do you have any feeling about how to use those in the middle tier? Because the way you portray the middle tier, and I think it’s valid, is that’s the view that the front-end has of the back-end and it’s the view that the back-end has of the front-end. This analogy has occurred to me, the backend is the raw cooking ingredients. The front-end is sort of like the servers, the waiter, the waitresses, and the middle tier is actually the cook where the meal gets created.

Rashmi Venugopal: That’s a great analogy because that reminds me of a state machine, where the state machine knows when to add an ingredient, and how long to bake something and when to stir something. And when to add the next ingredient. And some of it is driven by the feedback from the users from the front-end, which is user initiated actions, but some others are driven by the response from the backend. Let’s say we make a call to the backend API and it fails. Now the state machine is like, “Okay, what do I do when it succeeds versus what do I do when it fails?” So definitely having a state machine is a good way to think about solving this specific example that you were talking about.

Michael Stiefel: When I think about the middle tier and I think of all the technologies and ideas that people have, know state machines, choreography, orchestration, event-driven, what is it that’s most important to make the middle tier successful?

Rashmi Venugopal: That is a great question Michael, and I feel like as engineers we focus on enabling. Building to enable features and enable solving problems, and it’s equally important to know when to get out of the way as well sometimes. So I feel like if you know you’re working in the middle tier, looking at both of those aspects are equally important. How can we enable the UI to do something but at the same time get out of the way when it is a presentation related concern? Another thing that I think of is scaling the mid-tier.

So for example, if you don’t have a way to templatize some of the common interaction patterns between the UI and the mid-tier, then you find yourself rebuilding very similar versions of interactions and how to handle those interactions over and over again because you haven’t invested the time to templatize that or make that component that you have in the mid-tier more reusable. And another prerequisite for the mid-tier to be successful would be the right level of abstraction at the backend.

For example, if we’ve had premature consolidation of APIs at the backend, it becomes very difficult at the mid-tier to be like there’s an API explosion because we have very specific APIs for different scenarios. So when do we use what? Ideally we want to keep collaboration effective, but also at a minimum to do something new. So I feel like having the right level of abstractions at the backend is the third thing that I would say is a prerequisite for a successful mid-tier system.

Michael Stiefel: That sounds in accordance with my experience as well. And when you talk about the replication of efforts, if things are not defined properly, you raise the question of scaling and if you don’t have the right middle tier, in other words, the middle tier has to scale as well as the backend, appropriately, and where do you scale what? As you say, you have to get the abstraction right.

Rashmi Venugopal: And at Netflix we have this engineering guiding principle that says build only when necessary. And I almost mapped that to Martin Fowler’s rule of three where he says, “Hey, refactor the third time you come across that”. Where if you have three different scenarios that have the same common interaction pattern and now is a good time to templatize that and abstract that away to be reused.

Learning From Other People’s Mistakes [24:06]

Michael Stiefel: That makes a lot of sense. I wish I had some of this advice when I first got started many, many years ago because I remember as I started out with client-server where there was no middle tier, and we watched this evolution, and we’ve learned a lot of these principles the hard way. Hopefully people will take from this podcast that they don’t have to make the same mistakes that we already made.

Rashmi Venugopal: True. And I feel the same way. I’m sure five years from now I would wish that I knew more things than I did now. So that’s a never ending cycle.

Michael Stiefel: Well, that is one of my motivations for liking to do these kinds of podcasts, is to get people to focus on things maybe while they’re in their car or maybe they have free time whenever they’re listening to the podcast, to be exposed to something that puts something in their mind that says, hopefully when they come across this, they don’t have to rethink the problem from scratch and understand that people have shed blood and toil before them on these problems.

Rashmi Venugopal: Definitely. And that’s something that I feel like is more and more important as I progress in my career, is not just about learning from my own experiences, but maximizing my learnings by learning from other people’s experiences.

Michael Stiefel: That’s a form of intellectual scale because if you can learn from other people’s experiences, however you learn from them, you’re scaling in a personal way and personal experience. So there’s an interesting segue to the other thing that I find very interesting about your work is we talked about software improvement and technical depth and refactoring and renovation. And so that leads me to the question: when you start a software company, a software company is very small, as you said before, you just want to get things done, and you don’t think very carefully about the middle tier.

Success Causes the Inevitable Software Migration [26:13]

You put just enough in the back-end and the front to get your minimal viable product, but then someday, if you’re successful and you have customers, so you just can’t throw your old product away and start from scratch, how do you evolve your software? I mean, is it inevitable that you’re going to have to reinvent things, and start things over again? I guess it’s the question that you’ve thought a bit about is why are software migrations so difficult? They seem inevitable as the price of success, but is there anything we can do to make them easier?

Rashmi Venugopal: You’re right that it is inevitable, especially in companies that are successful and growing and expanding their scope and the range in which they operate. It is definitely inevitable. I think they are hard to get right for a few reasons because if you think about it, software migrations don’t happen overnight. It takes the time that it takes, but you are also changing the plane while flying it because company priorities are constantly evolving. The world around us is constantly evolving.

Michael Stiefel: There’s turbulence as you would say, as it could go with your analogy.

Rashmi Venugopal: There totally is turbulence. That’s one. The second thing is as your company gets bigger and bigger, and as you add these layers, there is no one person that understands everything end to end. So now you are all individual experts in your own area and you’re trying to come together to see, “Hey, how do we go from where we are today to where we want to go?” And often I would even consider it a success if we can even align on a common idea of where we want to go, because even that’s different sometimes and takes time to find the common ground.

Michael Stiefel: Especially if the market is evolving quickly.

Rashmi Venugopal: Yes. And unlike traditional architect roles in construction where you plan your building, end to end you have the whole plan and then you start building. That doesn’t work for software engineering because your plan is just a direction. It’s good to get started and corral people and get us to move in the same way, but you quickly come across unknown unknowns and challenges and you find out that this particular technology doesn’t work exactly the way you thought it was going to, or this other thing is important for you. Suddenly it’s like, “Hey, security is now more important now versus previously we were just focused on performance”. So the fact that surprises will come your way means that your migration process needs to stay nimble and evolvable and you need to be able to pivot as and when you find issues that need to be solved. So that’s the third thing that I think makes some of this challenging.

The fourth reason why this is challenging is, yes, you’re off to go build this new thing that will be great when it’s done, but hey, we still have product features that we want to innovate on and roll out, and there’s this whole roadmap for the year that we still want to hit while we go do this other thing. So I view that as how do we balance innovation with renovation, and is it a good idea to do both at the same time? When are you going to start building product features in your new systems versus when do you want to still build that in your existing systems to get it out the door sooner?

And how do you isolate some of the changes? For example, let’s say you rolled out a feature in your migration process and you’re like, “This is not doing as well as our previous product did”. How do you even start pinpointing what went wrong? Is it because we have innovated upon it since and added new things, or is it because we changed the underlying technology as part of the migration. So isolating a regression becomes very challenging.

Michael Stiefel: Do you ever see a situation, I mean there are two things that come to mind when you say this, and I’ll mention both of them and then you can just react as you want. One of them is that I often find that tools are not quite where you want them to be, because unlike, for example, you mentioned before architecture of buildings where people understand when you rip out a room, there’s a cost to it. But on the other hand, there are civil engineers who can have the job of building the same bridge over and over again. The fact of the matter is in software, we only do something because we want to do something new. If I want another copy of Microsoft Word, I just copy the bits.

The Inadequacy of Software Engineering Tools [31:37]

So the problem is our tools are backwards facing. They’re automating what we knew how to do yesterday, but not necessarily what we need to do tomorrow. I mean, you think of how people take for granted today with java, .NET or any of the other technologies that people use, of having software libraries. For those of us who have been in the field for a while realize it took decades for us to come up with enough common functionality and enough common areas to have libraries, debuggers, compilers. These were all invented at one point in time, and were all very controversial when they were invented.

The Problem of Data Migration [32:24]

So this is one tension that I see in the software migration, is the tools might not be there where we want to go. The other problem that comes to mind is of course, the one of databases or stores, for example, if you’re doing a migration, you try to get the data model right first, and then move both systems to the new data model and then evolve things. Or do you just create a new system, and then migrate the backend at some point and cross your fingers and hope it all works?

Rashmi Venugopal: Definitely not the latter.

Michael Stiefel: Yes.

Rashmi Venugopal: So if you have a data migration involved, it is definitely important to get the data model right. And even validation once you have the data model. How can we know for a fact that we have a good way of comparing both the systems to validate that, “Hey, the new system actually does everything that we want to, and the way it responds to some of the queries are equivalent to what we used to have”. And how do you abstract that away from say, impacting the UI in this case or the consumers of that data. And you also have to plan around having both the new and the old systems be operational concurrently for a small period of time while you’re switching over because it’s likely not a cut over at midnight situation as opposed to-

Michael Stiefel: Which means you have that back annotation going on.

Rashmi Venugopal: So you’re likely dual writing in both for some time.

Michael Stiefel: Right. Yes.

Rashmi Venugopal: And then validating, using dual reads and then be like, “Okay, now I have confidence, so let me fully switch over and replicate”.

Michael Stiefel: Right, I have never enjoyed those situations. It’s one thing to have a new system and mess up, but when you mess up the old system in the process of moving to the new system, you don’t win very many friends.

Rashmi Venugopal: Oh, no, totally not. And regardless of how many times you do this, I feel like there’s always a new challenge next time you do something that you are having to solve from scratch.

Michael Stiefel: Are there any things that pop up into your mind about what we’ve talked about or things that you want to explore before I move into what the architect’s questionnaire that I like to ask everybody?

The Value of Legacy Systems [34:49]

Rashmi Venugopal: The one thing that I wanted to call out is people sometimes have a tendency to hate on legacy systems. They’re like, “Oh, this is old. This doesn’t work the way I wanted to. And this is built on old technology”. And forget the fact that that was maybe the bread winning system or it lets you do what you wanted to do. And there is something to be said for a system that’s lasted a while because incrementally every month, every year we’ve made improvements that is hard to get right by just switching to a rewrite and like, “Hey, let me do this thing again and expect it to be as stable or be as easily understandable as the old system that’s been around for so long”.

Michael Stiefel: Somebody, I forget who it was, maybe it was David Chappell, I forget, said that “The definition of a legacy system is a system that’s making money now”.

Rashmi Venugopal: Yes, yes, yes.

Michael Stiefel: Which captures exactly what you’ve said, and I think it’s very important because yes, it’s true that some systems do live beyond their useful life, but people are still paying for them. They’re paying your salaries and they’re giving you the opportunity to do the next thing.

The Architect’s Questionnaire [36:16]

One of my favorite parts of the podcast is to humanize the architects that I have on, and get a little more insight into what it means to be an architect.

What is your favorite part of being an architect?

Rashmi Venugopal: I will say though that there is never a dull moment at work. I like the way my role challenges me and keeps me on my toes. And a big part of this is the variety that comes with the staff role at Netflix. The aspect of being an architect is definitely one facet of it, but it also includes other responsibilities like captaining a large cross-functional project, like a tech lead for example. And I like the ability to switch focus every once in a while and have that breadth of avenues to hone my skills against.

Michael Stiefel: What is your least favorite part of being an architect?

Rashmi Venugopal: Oh, I think increasingly we’ve grown to expect, maybe I’m speaking for myself here, I’ll say I have grown to expect fast feedback loops for effort and reward and instant gratification, which is what we have with technology now. But that kind of instant gratification is hard to come by in an architect or a staff role because the feedback loop, if you think about it, the feedback loop for effort to then seeing the impact of your effort come to life only goes up as you move up the ladder. So the feedback loop has gone from being days when you are discovering a bug and putting a fix out to months when you are leading a project or to quarters and years in the staff role. So it takes the time that it takes for your impact to be visible, and it requires a level of patience that I currently do not have, but I’m working towards building that muscle.

Michael Stiefel: Patience is something you can learn, but it takes a lot. It took me a lot of time for me to learn patience because there’s something intoxicating about programming a computer because it works or it doesn’t work. The algorithm, even if you take some time to get it, you get that instant feedback or gratification that it works or doesn’t work. And with being an architect, even the negative feedback that you want, so you learn and sometimes it doesn’t get there in time for you to stop the mistake.

Rashmi Venugopal: Yes. Oh my god. Yes. This resonates with me and Michael. It’s encouraging to know that I have a future in which I will be able to get the level of patience I need.

Michael Stiefel: Yes, yes. Is there anything creatively, spiritually, or emotionally compelling about architecture or being an architect?

Rashmi Venugopal: I think the role requires you to not just focus on your contributions at an individual level, but also think about the influence and impact that you can have by enhancing the productivity and effectiveness of those around you. So your radius of impact then goes beyond your own work as you empower others to achieve more. We call that the multiplier effect internally. So that’s something that I find compelling about the role.

Michael Stiefel: What turns you off about architecture or being an architect?

Rashmi Venugopal: When something is obviously flawed to me, but is not as obvious to others. I find that to be a frustrating situation to be in sometimes. Because I’m like, here I am spending time on trying to convey the problem where this time could have been spent towards solutioning the problem. And I think that’s primarily because I have a bias for action, which has served me well in the past. There’s no denying that, but I feel like right now I find that getting in the way sometimes. So I’m working on changing my perspective and telling myself sometimes that the way I add value is different from how it was in the past.

Michael Stiefel: Yes, I certainly feel that way, especially the further you get from actually touching code. You just have to accept the fact that somebody who has not been down the road you’ve been down, sometimes just has to learn from their own experience.

Rashmi Venugopal: Yes.

Michael Stiefel: Do you have any favorite technologies?

Rashmi Venugopal: It’s just asking if you have a favorite child, Michael. No jokes aside though. I view technology as a means to an end. And we spoke about this earlier too, it’s important to pick the right tool set to solve your problem. So sometimes I feel like being attached to a technology doesn’t serve me well because then I have a bias that keeps me from picking something that might be right for the problem or the scenario that we’re trying to solve. Though. If your question was reversed, I did have an answer if you did ask me, do I have a technology that I dislike?

Michael Stiefel: Well two questions from now I’ll ask you that or maybe I’ll ask it now. What technologies do you hate?

Rashmi Venugopal: Just to have an answer only because of a bad experience in the past. So I actually dislike Scala. I think it’s a great language if you’re trying to do data processing or data oriented things. But I think we… Back when I was at Uber, my tech lead at the time made the decision that we were going to write a data serving app in Scala, and the reason was, “Hey, we’ll have succinct code”. And that was true. We did have, our classes were much smaller than they would have been in say, Java, even Python. But it was so unreadable. It’s like a single line that would do 10 lines worth of stuff in Python or Java.

And added to the fact that at Uber while Go, Java and Python were considered first class programming languages that had support. Scala wasn’t one of them. So we had to solve some of our deploy challenges and operational challenges ourselves that made it even worse. So ever since then, I have had a bias against Scala.

Michael Stiefel: But you also raise an interesting question because I was always, when I wrote code, thought of code as expository literature, which should be clear that one step comes after another and it’s you’re making a technical challenge. In fact, Knuth wrote a very famous essay, I know people are familiar with the computer scientist Knuth who invented TeX, and he wrote an essay on literate programming. It’s a very famous essay, you really should read it. It talks about the importance of code clarity because the thing you have to realize is code is more often read than it’s written.

Rashmi Venugopal: Oh, yes.

Michael Stiefel: Because you write code, you forget about it, but many other people will look at your code and try to figure out what you did. So if you’re writing concise code that no one else can understand, I don’t think you’re doing the maintenance program –

Rashmi Venugopal: Any favors.

Michael Stiefel: … which also leads to one of my dislikes of people who write comments, but the comments don’t evolve as the code changes. I have been misled more than once in my career by reading comments, thinking this is what the code does, and then when I actually read the code and figure out what’s going on, no, that’s not what the code does.

Rashmi Venugopal: And this is assuming documentation exists in the first place.

Michael Stiefel: Yes. Of which is one of the reasons why you want to write readable code, because very often the code is the best documentation.

Rashmi Venugopal: True. And I feel like the other thing that I’ve heard, and I think that’s true, is that code lives longer than you think it’s going to live for when you’re writing it.

Michael Stiefel: That was a saying that was around when I was doing programming, but it just does. Sometimes it lives longer than you at the company.

Rashmi Venugopal: Oh, totally. There are a lot of times when I look up who to blame and I’m like, who is this person?

Michael Stiefel: Yes, yes, yes, yes. Sometimes you don’t always have the nicest feelings about that person.

Rashmi Venugopal: And then that leaves me wondering what people are going to think about me after I leave.

Michael Stiefel: What about architecture do you love?

Rashmi Venugopal: I definitely enjoy the problem solving aspect, which is both challenging and rewarding at the same time. I also like the thousand-foot view that you sometimes are forced to take to then understand the big picture, put all the pieces together and peel back the layers of the onion one by one to then gather the context that you need to go back and think about how to solve a problem.

Michael Stiefel: What about architecture do you hate?

Rashmi Venugopal: This is easy, context switching. So there’s like two types of context switching. One is switching between topics. Sometimes you’re going from this fire to this other fire and sometimes you’re like, as you said in the elevator example of going from the boardroom to the boiler room where you’re zooming in and zooming out pretty constantly. And it takes me some time to reorient myself. So I end up dedicating a day to this and then the next day to that versus if I try to switch between multiple topics on a single day, then I find that I am very ineffective.

Michael Stiefel: I’ll tell you a little secret. As somebody who’s been in this business for a while, it gets harder as you get older.

Rashmi Venugopal: Oh, wow. I’m glad I have heads up so I know what to expect.

Michael Stiefel: What profession, other than being an architect would you like to attempt?

Rashmi Venugopal: This one is interesting because when I think of a profession, I’m like, “Oh, it has to be something I enjoy”. And then I think about, okay, what do I enjoy? I really enjoy dancing, specifically Indian classical dancing, but I’ve never pursued it professionally before. So maybe that will be my answer, but I’d also be wary of the whole “losing your hobby by turning it into a profession” thing. I hope that doesn’t happen to me.

Michael Stiefel: Do you ever see yourself not being an architect anymore?

Rashmi Venugopal: In the short term? No. But in the long term, yes. I don’t think I want to retire in my current role. And with GenAI, it does make you think it’s like can human architects and staff engineers be replaced with a GenAI product? TBD you know it remains to be seen.

Michael Stiefel: I wouldn’t worry about it too much – for your generation – maybe the next generation. But I think first of all, we don’t really understand how GenAI actually works.

Rashmi Venugopal: True.

Michael Stiefel: And as you well know, the GenAI architect will utter truth and stupidity with the same degree of competence.

Rashmi Venugopal: True, true.

Michael Stiefel: And if you look at most of the successes in artificial intelligence, and I hate using the term artificial intelligence, is really in focused applications of machine learning where you have good data and qualified data, and that’s where the successes are, and people tend to extrapolate that to GenAI, which I think is false.

Rashmi Venugopal: Fair.

Michael Stiefel: So I think for the next 10, 15 years, maybe I’m wrong, I don’t think you have to worry about it. Maybe beyond that, as people come to grips with the problems of LLMs? In fact, I was working with ChatGPT this morning and I still found that I had to really revise my prompts over and over again. Because there are things that would have been obvious to you in having a conversation between the two of us, I had to really still explicitly tell the LLM.

Rashmi Venugopal: That’s fair. And maybe this is just a sign of me overestimating the impact of GenAI in the short term, but I know that humans also have a tendency to underestimate impact in the long term.

Michael Stiefel: Correct, correct. Absolutely. I mean, there are some people who will have some good ideas on how to proceed in this area, but really I think we’re slowly reaching a dead end with pure LLMs, and we’re going to need some other trick to get to where we need to be. Because these models don’t understand the real world very well. I mean, think of it this way, that was the third thing I said about when I did software consulting is get your clients to tell you what you want. There’s so much ambiguity that you have to tease out with requirements, or even doing algorithms that LLMs just don’t understand now.

Rashmi Venugopal: I hear you.

Michael Stiefel: Yes.

Rashmi Venugopal: Encouraging.

Michael Stiefel: Yes, and the final question I like to ask is, when a project is done, what do you like to hear from the clients or your team?

Rashmi Venugopal: This is a great question. It’s of course, basically all the usual stuff is like well executed, well done. But what I would really want is for our clients to walk away with the feeling that they trust the processes that were behind the successful execution of a project. Starting from, “Hey, this way of gathering requirements and validating the needs of the users worked well, let’s use this”.

The fact that we did a pre-mortem to understand the risks that was valuable, let’s keep doing that the way we identified milestones and spread out the initiative that process was effective and how we tested and added observability and rolled out and added all the safety features. I would want the clients to walk away with the feeling that they trust that the success is replicable and not just focus on the fact that, “Hey, this one initiative was successful”. So that then they keep coming back and then you build that long-term trust with them.

Michael Stiefel: I really enjoyed doing this podcast very much. You’re very engaging and also very honest as we talked about things. I want to thank you very much for willing to be on the podcast.

Rashmi Venugopal: Thank you for having me, Michael.

Mentioned:

Cherry Creek Investment Advisors Inc. boosted its position in shares of MongoDB, Inc. (NASDAQ:MDB – Free Report) by 529.0% during the 1st quarter, according to its most recent 13F filing with the Securities & Exchange Commission. The firm owned 8,058 shares of the company’s stock after purchasing an additional 6,777 shares during the quarter. Cherry Creek Investment Advisors Inc.’s holdings in MongoDB were worth $1,413,000 as of its most recent filing with the Securities & Exchange Commission.

Other institutional investors also recently bought and sold shares of the company. Strategic Investment Solutions Inc. IL purchased a new position in MongoDB during the fourth quarter valued at approximately $29,000. NCP Inc. purchased a new position in shares of MongoDB in the 4th quarter valued at $35,000. Coppell Advisory Solutions LLC increased its holdings in shares of MongoDB by 364.0% in the 4th quarter. Coppell Advisory Solutions LLC now owns 232 shares of the company’s stock valued at $54,000 after acquiring an additional 182 shares during the period. Smartleaf Asset Management LLC increased its holdings in shares of MongoDB by 56.8% in the 4th quarter. Smartleaf Asset Management LLC now owns 370 shares of the company’s stock valued at $87,000 after acquiring an additional 134 shares during the period. Finally, J.Safra Asset Management Corp increased its holdings in shares of MongoDB by 72.0% in the 4th quarter. J.Safra Asset Management Corp now owns 387 shares of the company’s stock valued at $91,000 after acquiring an additional 162 shares during the period. 89.29% of the stock is currently owned by hedge funds and other institutional investors.

Insider Transactions at MongoDB

In related news, CAO Thomas Bull sold 301 shares of the company’s stock in a transaction dated Wednesday, April 2nd. The shares were sold at an average price of $173.25, for a total transaction of $52,148.25. Following the completion of the transaction, the chief accounting officer now owns 14,598 shares in the company, valued at $2,529,103.50. This represents a 2.02% decrease in their position. The transaction was disclosed in a document filed with the Securities & Exchange Commission, which is available at the SEC website. Also, CFO Srdjan Tanjga sold 525 shares of the company’s stock in a transaction dated Wednesday, April 2nd. The stock was sold at an average price of $173.26, for a total transaction of $90,961.50. Following the transaction, the chief financial officer now owns 6,406 shares of the company’s stock, valued at approximately $1,109,903.56. This trade represents a 7.57% decrease in their position. The disclosure for this sale can be found here. Insiders sold a total of 50,382 shares of company stock valued at $10,403,807 in the last three months. 3.10% of the stock is currently owned by company insiders.

MongoDB Price Performance

MDB opened at $201.50 on Friday. The firm has a fifty day moving average price of $185.96 and a 200 day moving average price of $221.16. MongoDB, Inc. has a 1 year low of $140.78 and a 1 year high of $370.00. The stock has a market cap of $16.46 billion, a P/E ratio of -176.75 and a beta of 1.39.

MongoDB (NASDAQ:MDB – Get Free Report) last issued its quarterly earnings data on Wednesday, June 4th. The company reported $1.00 earnings per share for the quarter, topping analysts’ consensus estimates of $0.65 by $0.35. The business had revenue of $549.01 million during the quarter, compared to the consensus estimate of $527.49 million. MongoDB had a negative net margin of 4.09% and a negative return on equity of 3.16%. The company’s revenue was up 21.8% compared to the same quarter last year. During the same quarter in the prior year, the firm posted $0.51 earnings per share. Equities analysts expect that MongoDB, Inc. will post -1.78 EPS for the current year.

Wall Street Analysts Forecast Growth

MDB has been the topic of several analyst reports. Stifel Nicolaus cut their target price on MongoDB from $340.00 to $275.00 and set a “buy” rating on the stock in a research note on Friday, April 11th. The Goldman Sachs Group lowered their price target on shares of MongoDB from $390.00 to $335.00 and set a “buy” rating on the stock in a report on Thursday, March 6th. Needham & Company LLC reaffirmed a “buy” rating and issued a $270.00 price objective on shares of MongoDB in a research report on Thursday, June 5th. Citigroup cut their price objective on shares of MongoDB from $430.00 to $330.00 and set a “buy” rating on the stock in a research report on Tuesday, April 1st. Finally, Royal Bank Of Canada restated an “outperform” rating and issued a $320.00 target price on shares of MongoDB in a research note on Thursday, June 5th. Eight research analysts have rated the stock with a hold rating, twenty-four have given a buy rating and one has assigned a strong buy rating to the company’s stock. According to data from MarketBeat, the stock currently has an average rating of “Moderate Buy” and a consensus target price of $282.47.

Check Out Our Latest Analysis on MDB

MongoDB Company Profile

(Free Report)

MongoDB, Inc, together with its subsidiaries, provides general purpose database platform worldwide. The company provides MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premises, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

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