EPR Toolbox
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e2af

E2AF or “EPR 2 ASCII folder” is a folder version of E2A, whereby a folder of Bruker EPR files are converted to ASCII data files (readable by any operating system), by default the conversion is to *.csv files (comma separated values). These file formats are easily editable and can be imported into Microsoft Excel, OpenOffice or Origin.

Syntax

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E2AF
E2AF ('path/to/folder')
E2AF (delimiter)
E2AF ('path/to/file.DTA',delimiter)
E2AF ('path/to/file.DTA',delimiter, extension)

Inputs

input1 - The path to a folder; must be in single quotes (')

input2 - Delimiter is the separator in the file between numbers , for comma, for space, \t for tab, etc

input3 - Extension is the file format to output eg .csv , .txt, etc

Outputs

output - a number of files equalling the number of .DTA files in it by default a common separated value file (.csv)

Example

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E2AF

Standard use, a graphical user interface to select the folder to convert and where to put the converted files

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E2AF('/path/to/folder',' ','.txt')

Take the file “folder” and convert all the *.DTA files in it to *.txt files (with the same name as the originals), where values are separated with a space rather than the standard comma

This script requires BrukerRead

This page previously appeared on morganbye.net[^1][^2][^3]

[^1:] http://morganbye.net/e2af [^2:] http://morganbye.net/eprtoolbox/e2af) [^3:] http://morganbye.net/uncategorized/2012/10/e2af

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LEADERSHIP, SCALE, AND THE HUMAN ELEMENT

Principles & Perspectives

How do you define successful engineering leadership?

The Philosophy

Many view technical leadership as being the “smartest architect in the room.” I see it as the opposite. My job is to build a room where I don’t have to be the smartest person because the systems, culture, and communication are so robust that the team can out-innovate me.

The Strategy

  • Alignment: Does every engineer understand how their sprint task impacts the company’s bottom line?
  • Velocity vs. Stability: We aren’t just “shipping fast”; we are building a predictable, repeatable engine that doesn’t collapse under its own weight at the next order of magnitude.
  • The Human Growth Curve: Success is when the engineering team’s capability evolves faster than the product’s complexity. If the team feels stagnant, the tech stack will soon follow.

What is your approach to scaling technical organizations?

The Philosophy

Scaling isn’t just “hiring more people” - that’s often how you slow down. Scaling is about moving from Individual Heroics to Organizational Systems.

The Strategy

  • The 3-Continent Perspective: Having managed global teams, I focus on “High-Signal Communication.” As you grow, the cost of a meeting triples. I implement “Asynchronous-First” cultures that protect deep-work time while ensuring no one is blocked by a timezone.

  • Modular Autonomy: I advocate for breaking down monolithic teams into autonomous units with clear ownership. This reduces the “communication tax” and allows us to scale the headcount without scaling the bureaucracy.

  • Automation as Infrastructure: At petabyte scale, manual intervention is a failure. I treat the developer experience (CI/CD, observability, self-service infra) as a first-class product to keep the “path to production” frictionless.

How do you balance high-growth velocity with technical stability?

The Philosophy

Technical debt isn’t a “bad thing” to be avoided; it’s a set of historical decisions that no longer serve you. Like any loan, leverage can accelerate growth when investments payoff. But if velocity and returns are slowing you need a payment plan before the interest kills you.

The Strategy

  • The ROI Filter: I don’t refactor for the sake of “clean code.” I don’t refactor a micro-service with no users. I refactor when the pain on that debt - measured in bugs, downtime, or developer frustration - starts to exceed the cost of the fix.

  • Zero-Downtime Culture: Especially at scale, stability is a feature. I implement “Guardrail Engineering” where the system is designed to fail gracefully, ensuring that a Series B growth spike becomes a success story rather than a post-mortem.

  • The 70/20/10 Rule: I typically aim to dedicate 70% of resources to new features, 20% to infrastructure/debt, and 10% to R&D. This ensures we never stop innovating, but we never stop fortifying either.