<h1 class="pgc-h-arrow-right">
2005-2011 Microsoft</h1>
< H1 class= "pgc-h-arrow-right" > a master's degree in engineering physics who fell in love with IT</h1>
Kechuangren: Master of Engineering Physics from Tsinghua University, why did you choose IT as your life career?
Jiang Peng: When I was in college, I became interested in computers and software, I went to college in 1998, when the Internet was far less developed than it is now, and everyone in colleges and universities still used education networks and local area networks, and the platform for communication and communication was mainly BBS. At that time, the more popular in colleges and universities was the relational database system such as Firebird, and students who were more interested in software would go to BBS to get Firebird's system, and then compile it on Linux, UNIX or FreeBSD to build a forum. When it was time to graduate, I wondered if it would be better to pursue a direction that interested me.
Kechuang: What are the considerations for choosing to join Microsoft after graduation?
Jiang Peng: In 2005, a big foreign company like Microsoft was an attractive choice for anyone. The situation at that time was different from now, BAT was not as hot as it is now, there were not too many Internet startups, and if you wanted to work in the IT industry or the software industry, large foreign companies were a good start for most people.
Science and technology innovators: "large enterprises or start-up enterprises", many IT graduates will be entangled in this topic, do you think the gains and losses of choosing large enterprises?
Jiang Peng: The advantages are good treatment, strict and standardized system, relatively simple interpersonal relations, excellent colleagues, a set of standardized new talent training system, and excellent systems can effectively support the collaboration between people and people, teams and teams.
The bad thing is that the vast majority of employees in large companies are just a screw, the field of responsibility is very limited, and usually, if you don't try to break through the boundaries, your vision will be relatively small.
Kechuangren: Looking back at the beginning of your career, what do you think was the most important decision?
Jiang Peng: When I was at Microsoft, I worked at the global technology center of Microsoft Shanghai, where I was mainly responsible for the technical support and service of Microsoft products, and the technology center had two different growth directions, one was to go deep into the back end and move to the core product research and development team, and the other was to turn to the front end, become a technical expert, communicate with customers, and help customers plan and implement.
After working at Microsoft for two years, I found that I wanted to understand the actual needs of my customers, so I chose to move to the front end and join the solutions specialist department PFE. At that time, we were in contact with some large enterprise customers, such as automobiles, banks, and more communication with these customers, in-depth understanding of how to use products in customer scenarios, what are the needs of customers, and whether the evolution direction or iteration of products can really meet this demand? This is a rare learning opportunity.
<h1 class="pgc-h-arrow-right">2011—2015 Citrix</h1>
<h1 class="pgc-h-arrow-right" > sharpen management collaboration in large solutions</h1>
Scienter: Why did you choose Citrix in 2011?
Jiang Peng: After 6 years at Microsoft, I have a relatively thorough grasp of Microsoft's product line and want to challenge more things. 2011 was an era of cloud computing, Microsoft's product line was very rich, but Azure's promotion in China at that time was not very large. Citrix is small, but more focused and professional on cloud computing.
I joined Citrix in 2011 as a solutions consultant, and although the nature of my work is similar, I am responsible for a much larger scope of content. At Citrix you need to provide complete technical solutions, you need to build solutions for customers from a business perspective, providing solutions that include not only Citrix products, but also other open source solutions or third-party solutions.
Kechuangren: What challenges does this new job bring to you?
Jiang Peng: There are many challenges in doing large-scale overall solutions, we have delivered a fully automated, cloud-based new environment delivery platform for the global training department for well-known large manufacturers, and this project combines third-party closed source, open source, self-research and other solutions, and is still providing services.
The first challenge came from management, the first time I managed a mixed team of internal and external. Managing an internal team is relatively simple, because they are relatively familiar with each other, and you know the skill level and expertise of each colleague, and you can easily coordinate resources and arrange the division of tasks. But with an external team, you only have a chance to get to know him after you enter the project, and it takes a certain amount of time to understand their skill level and figure out if they are suitable for this part of the work. In the first two or three months of the project, it was all about running into the team.
The second is the technical challenge brought about by the complexity of the business, which no one did at that time, it is not a mature software product, but a new set of systems and the integration of various components to form an overall solution, the technical challenge is relatively large. We planned ideally at the beginning, and after half a year of code development, we could deliver an MVP version to the customer to demonstrate and complete the first phase of the goal. However, when it came to the integration testing phase, we found a lot of problems, and I remember that at the end of 2012, when it was the most painful time, we had to deliver the first MVP version to the customer and spent almost two months doing integration testing. The testing process is very complicated, it docks a variety of systems, each test time is also very long, exposing a lot of problems, testing is hard, fixing bugs is painful. For those two months we worked every day until 3:00 a.m., and the next morning we got up and continued.
In addition to the challenges, this experience also made me understand open source software better, and I have a more intuitive and profound understanding of the business model and influence of open source software.
<h1 class="pgc-h-arrow-right" > 2016-present Rancher</h1>
<h1 class= "pgc-h-arrow-right" > challenge quasi-entrepreneurship, and no one has to do it</h1>
Sci-Technologist: There are two modes of awakening to growth, or what kind of person do I want to be, or what I want to do, you seem to be the latter?
Jiang Peng: Yes, joining Rancher is a similar reason, Rancher entered China at the end of 2015, the early employees were only two of my former colleagues in Citrix, they invited me to join, I went to learn about container technology, after understanding I judged that containers may represent the development trend of technology, at least one. I've always been interested in the cloud computing space, thinking it's good for my future growth, but I don't really care about the size of the team and whether it's stable or not.
Sci-Technologist: As a Rancher China Pioneer, what is the experience of quasi-entrepreneurship?
Jiang Peng: Compared with real entrepreneurship, we at least don't have to worry about not paying wages one day (laughs), but the overall entrepreneurial experience should be similar, from 0 to 1 team building, the formulation of internal rules and regulations, the establishment of various systems... Wait, we've all been through it in its entirety. Rancher's early colleagues were all multi-taskers, and when they found that there was something that no one was doing, you needed to do.
Tech Innovator: From Microsoft to Citrix is more like the upgrading of personal capabilities, it is vertical, but more horizontal capabilities may be required in entrepreneurial organizations, what are the challenges from outside the comfort zone?
Jiang Peng: Speech (laughs), I believe that many entrepreneurs from technology have similar experiences, people who do technology are generally more introverted and don't like to speak in places where there are many people, but in startups, many times you have to do some speeches to let everyone know more about your company and products. Because I am not good at it, I am not confident, and I need to do all the preparations, before the speech, I will repeatedly read the PPT, simulate the speech process, and make sure that I am ready before the tension can subside.
Kechuangren: Tell us about your understanding of the commercialization model of open source software? A question that never ends but always has no standard answer.
Jiang Peng: There is an article about open source, and the author is Peter Levine, who has a lot of experience in the open source field and was previously the CEO of XenSource. He believes that successful open source software meets three criteria:
First, project and community matching, project-community fit, open source projects can not create a better developer community, community members can actively contribute code for the project. With this as a standard, Rancher is a relatively successful open source project, Rancher currently has 15.6k stars on GitHub, which is the highest number of stars in the field of container management platforms.
Second, product-market matching, product-market fit. PMF is a core topic for any commercial project, and it doesn't matter if it's open source or closed source, it doesn't need to be explained.
Third, value-market fit, whether the value proposition of the software matches the customer's willingness to pay. Although we already have quite a few paying customers, the proportion is still relatively low compared to the total number of users in the open source community, which is the direction we continue to explore and move forward.
Kechuangren: Many technical people are facing the dilemma of 35 years old, and a large number of voices blame it on the iterative innovation of technology, how do you think about this phenomenon?
Jiang Peng: I think that technical people must have the ability to continue to learn, but I don't think that the iteration of technology will directly lead to the elimination of personnel, and people with continuous learning ability can always find more opportunities and create a better business empire in the face of strong enough competitors.
Dr. Liang Sheng, the founder of Rancher, once wrote an article "Words to Programmers", he mentioned that many technical people think that jumping jobs in exchange for high salaries is the standard growth model of the IT industry, but he believes that accumulating personal reputation is far more important than accumulating salary, and the way to accumulate reputation is to "become the world's first-class". In fact, there is the possibility of iterative upgrading in any industry, such as Google for search, Zoom for video conferencing. Technical people may complain that new knowledge and new languages in the FIELD of IT are emerging in an endless stream, but many things are common, and for friends with learning ability, he can quickly adapt to changes in the surface.
The Science and Technology Innovation Community is an NPO organization composed of technical decision makers such as CEO, CTO, CIO, technology VP, technical director and other technical decision makers, adhering to the principle of voluntariness, mutual assistance and win-win situation, with the theme of exchanging growth experience and innovation and entrepreneurial experience, and currently has 4,000+ members.
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