I was explaining this to a friend who's a top-shelf cabinetmaker.<p>He was telling me how he would sell high-quality cabinets to homeowners, basically by building a "dream kitchen," that far exceeds their budget, then backing down, by removing features, until they have something that exceeds their original budget, but would still be quite good, and that they want.<p>He was saying that I should use his methodology.<p>I explained that his sales are to the people that would actually use the cabinets, so they have a vested interest in high quality.<p>In my case, I would be working for a business that absolutely doesn't care about quality. They want the cheapest, shittiest garbage they can possibly get away with pushing. They don't use it, and many of them won't even be responsible for supporting it, afterwards, so there's no incentive for quality.<p>The same goes for corporations that don't try to retain talent. If someone is only going to be around for eighteen months, they are paid well, and they are pressured to produce a lot of "stuff," then you can expect them to produce a lot of ... <i>stuff</i>. They don't give a damn about supporting it, because they are already practicing LeetCode for their next gig.<p>I have found that giving people a vested interest in Quality is essential. That often comes from being responsible for taking care of it, after it is released, using it themselves, or having their reputation staked on it.<p>I don't feel the current tech industry meets any of these bars.<p>Most of the software I write, is stuff that I use, and I am intimately involved with the users of my work. I want it to be good, because I see them, several times a week. Also, I have a fairly high personal bar, that I won't compromise. I have to feel good about my work, and that doesn't seem to sell.