I really think this list has a lot of truth to it.<p>&quot;There’s no such thing as a 10x engineer spending time on something that never ends up delivering business value. If something doesn’t deliver business value, it’s 0x.&quot;<p>I have found myself to work really well as a &quot;value enabler&quot; of 10x engineers. It&#x27;s a symbiosis thing - my best work has been done working with a 10x engineer with our skills complementing each other (I&#x27;m strong on the business value&#x2F;UX side, defining overall architecture&#x2F;network protocols&#x2F;optimizations etc, but weak in e.g. hardcore C low-level implementation.)<p>A challenge: Whenever I&#x27;ve stopped spending 20 hours a week working closely with these guys (in order to focus on building other essential parts of the business where there are no 10x engineers), their output value has severely decreased. They often fall back to like 2-3x. (Really nothing to be ashamed of, but...)<p>Things like this can make company switching challenging :).