Seems like your example isn't equivalent to op's because using multiple frameworks increases complexity while picking a different car to drive to local store doesn't.
Using multiple vehicles also increase maintenance. It totally makes sense to use the right tool. You might not want to learn how to use a screw driver instead of a hammer but both have their use.
The placeholder on the cover letter text input says: "Seriously, just write a couple of sentences about why you love us and you'll be doing better than 90% of applications."
I'm not sure about other countries, but in my country ISPs usually block port 80 (so I can't host my personal home page myself). Would such a revolution require a browser that defaults to another port?
They don't want you to be dishonest. What they want is just to know that there's some interest you have beyond simply a paycheck. If you're there just for pay, you're more likely to not stick around for very long. You may get bored, or you may leave for a slightly larger paycheck, or whatever. Hiring someone is a significant investment on both sides, and they are trying to get some idea of whether you're a good investment as early as possible, before anyone has put too much into the arrangement.
Everyone already knows that the paycheck is the main thing. That's why you're looking for a job at all. The question is "given that, why are you here, specifically". In other words, why do you think that you'll be happy enough here that you'll work effectively and still be here 6 months from now?
My advice is to already have a good answer before you even apply. If you don't, then look more deeply into the company until you do, or realize that perhaps that's really not a place where you'll thrive.
The answer doesn't have to be elaborate or deep. It just has to exist.
I think you're overextending his reply. He gave interesting insights on how he answers this question and that's all. Lots of companies I'm looking at are asking such questions even for very basic roles. I can't believe they are all filled with extremely talented people who are that many orders of magnitude above everyone else, and who could be working anywhere else they wanted and chose that job from all others because they are so interested specifically in that company/product/domain/role; and, because of that, they gave brilliant answers to the "why do you want to work here?" question when they applied. If I'm wrong, please give me examples of those brilliant answers. I'm honestly curious about what kind of data that input produces to people at the other side of the table.
If you have over $200M annual revenue, I can't see how you couldn't afford to build this thing in-house, but then I don't really know what kind of product we're talking about since it's so stealthy.
When it comes to actual suggestions, from a developer's point of view I'd say the following:
1. Migrate slowly. Don't try to build an entire replacement for what you already have at one go. Tackle the low hanging fruits first. Plan the big replacement after the small replacements are already up and running.
2. You'll need at least one person to be the glue between business and tech, and that person must be developer-first, not business-first.
3. Don't overhire. You probably don't need a big team. I'm sure you'd be able to begin with no more than two or three developers.
4. Attracting talent should be easy since the job market has been terrible for developers. You can see job postings with thousands of applications.
5. Hire remote whenever possible. This will increase the talent pool enormously.
6. Always consider the possibility of SAASing whatever you'll build.
