Some genuinely talented individuals.
Occasional exposure to interesting challenges.
EM is so focused on self-promotion, maximizing his own visibility, and being loud that he doesn't care about any work for the long-term success of the product at all. It's all about giving him what he can sell or use to ingratiate himself to upper management. Skip and higher leadership are too "nice" or "naive" to look past this.
A line manager is a critical role. Putting someone in this role who doesn't embody Asana's values deep down is turning Asana into a different company than it was years ago.
There was an online assessment before moving on to a technical round with one of the engineers. This was a pretty standard technical round that included a LeetCode-style question and a design question.
Well-structured, in-person interview. It included a phone screen, followed by an onsite interview. The onsite was split into four interviews spanning five hours. This included system design, behavioral interviews, and two coding rounds of one and tw
The first step was a 30-minute recruiter call to discuss my background and interests. The next step was a take-home exercise. I was given seven days to complete it (longer if requested) and spent around eight hours on it. The subsequent step was a
There was an online assessment before moving on to a technical round with one of the engineers. This was a pretty standard technical round that included a LeetCode-style question and a design question.
Well-structured, in-person interview. It included a phone screen, followed by an onsite interview. The onsite was split into four interviews spanning five hours. This included system design, behavioral interviews, and two coding rounds of one and tw
The first step was a 30-minute recruiter call to discuss my background and interests. The next step was a take-home exercise. I was given seven days to complete it (longer if requested) and spent around eight hours on it. The subsequent step was a