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Something doesn't add up with this story and I suspect it's going to come out in the lawsuit.

If the doctor REALLY did want to lower testosterone levels in the 16 year old, there's a slew of medications that would have been more effective (Spiro, Lupron, Bica, etc). That amount of Estradiol isn't going to do much to lower T levels.


It's possible the doctor knows something the parents of the kid don't. You don't treat the symptom (high T levels) you treat the disease (the behavior disorder). It's possible there is something about the boy's medical history that made it seem like this treatment would work better for his body chemistry, perhaps.


It is possible that the doctor refused to talk not to ruin his case in court. But it is also possible he is incompetent and simply blew it.


Well I'll tell you what, you had me a little concerned when you launched. We're working on similar challenges over at Smartsheet. Please reach out if you're interested in staying in this space!


Have you considered therapy? It sounds like you need some self-reflection skills and a therapist could help you develop those skills.


This is really helpful with understanding where data analysis goes wrong but he totally mis-characterizes proper segmentation strategies.


"These average people who are content with the default" are going to be your customers. My grandpa has an iPhone and his friend uses uber all the time. Both are very conservative and might fall into that realm of 'average people' yet use disruptive game changing ideas.

Get out there and empathize with real people with real problems. You'll find that even the most boring, ho-hum, run of the mill person will be happy to lay down hard cash for your game changing idea if it fixes THEIR problem.

That being said, focus groups are a horrible way to get meaningful feedback. Customer interviews and other more in depth ethnographic techniques are going to deliver what you're looking for.


You're so young, enjoy the ride.

Cultivate a rich life and identity outside of work. It's hard but what we do doesn't have to be what defines us.


Why ?


An HTML/CSS prototyping framework that is dead simple for designers to use. They would only write the code in an easy to organize way (layouts and snippets) and the tool would take care of building everything, live reloads, creating documentation from comments, collecting feedback from stakeholders, and serving it up.

I've been wireframing for a while and have yet to reach a solution I really like.


Not quite there yet, and might not be quite what you want, but here: https://github.com/AndersSchmidtHansen/Kaidan :-)


I'd disagree on the JS part. I think given the timeframe and context it's fine as is. He did do a lot of things right such as not leaking globals and using gulp/browserify.


cell.js line 21 actually does leak a global, its an undeclared var reference, and will be attached to window in the browser.


SEEKING WORK - Remote or Baltimore, MD

I'm a User Experience Designer and Developer. I work with startups and companies to figure out how their products should work and execute on their vision. You should contact me if you need help with javascript development, wireframing, or user research.

Development that I do includes, traditional front-end coding (PSD to HTML), functional prototypes with Foundation or Bootstrap, client heavy apps with Backbone.js or Meteor.js, Node.js applications – checkout https://github.com/matthewforr/sitemapper for a recent example of my work.

Design deliverables I create include, wireframes (low to high fidelity), sitemaps, application flows, content models, visual designs, clickable prototypes (InVision, Flinto, Axure)

User research methods I use include, ethnographies, usability testing, heuristic analysis, stakeholder interviews, competitive analysis, surveys, card sorts

You can find my portfolio online at matthewforr.com, I'm on github at https://github.com/matthewforr, and you can contact me at matthew.forr at gmail.com


I think your product managers are doing it all wrong. They should be showing up with "this is the problem we've identified" and asking how the makers can solve it. Product management looses out big when they show up with "this is the solution we demand".


Yes, that would be great. Unfortunately there is no incentive at all for product managers to have that sort of positive and forward thinking attitude or working relationship with engineering. Instead, 99.9% of product managers have every political incentive to take the approach of 'I have the word manager in my job title therefore I am everyone's boss and they must work to meet my demands' Inexperienced engineers won't challenge this and every other person on the team loves the idea that engineers are their underlings, so that becomes the culture and work environment.


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