How do you explain the technical debt to a CEO who only cares really about quarterly results? And should CEOs be kind of featured and focused on more than just the technical side of things?

That's interesting that you asked about this because I even recently wrote a small text about technical debt.

So I see technical debt the same as financial debt.

It can be good, it can be very bad.

Depends on how you use it.

So if we look at the, let's talk about financial debt first.

If you take a credit to boost your business, it can be, so investment credit, it can be very good because that helps you scale your business, scale your business.

When people are working in a very high level job, when it's really mentally challenging for them should do people tend to focus more on the failures that they make in in the job place and more of the successes that they do and if they do how can they focus more on the successful things that they have accomplished rather than having to really focus and really look back at the failures that they did um in the beginning of their career

Where do systems only get understood? Why do systems only get understood after they break?

So it's not about understanding systems, although that's as well.

But generally, the thing is that, in my opinion, in the modern world, in social media, internet, pretty much everywhere, we are flooded with success stories.

But the problem with success, besides the fact that it's, of course, attractive, the problem is the fact that it is pretty much impossible to replicate.

Every story misses or omits a lot of factors like third time coincidence, lack some aspect, like somebody started a company in garage, omitting the fact that they had a garage and funding from the parent.

And so while the failures are fully repeatable, that they do not depend on lack or lack of the, it just happens.

And more importantly, the failure really illustrates or shows the boundaries of the problem.

So why do you think, you know, jargon is often a mask for confusion?