Asana

The best thing about Asana is that it truly feels like we're one team working together to make the best product we can for our customers. People are not driven by shallow metrics that just look good locally – they actually care about delivering useful features and growing the company sustainably.

In large part, this is due to Asana's culture and its engineering leadership. As we grow in size, cross-team empathy gets harder to maintain; I've seen more instances of teams needing to enforce their boundaries in order to stay focused. But it rarely ends there – engineering leaders are well-positioned to have context across teams that helps them make tradeoffs that lead to the best outcomes.

I'd characterize the most successful engineers at Asana as those who are most sympathetic and helpful. They say yes to opportunities, they offer to help others who have a lot on their plate, and they notice and act on ideas for improvement in areas near their work. When you are this type of person, it seems like you will always be able to find something challenging and impactful to work on – the culture really enables it. As with most companies our size, there's lots that could be better if only we had time to work on it, which creates a lot of opportunities for ownership and growth.

Asana is successful and growing, which means:

• My work matters and is reaching more and more users.
• There will continue to be plenty of growth opportunities for me in the future.

Asana reinvents the wheel in too many areas, both technically and non-technically. I've seen us spend a lot of time iterating on process (e.g., performance management) where other companies would just follow some common standard which seems to work fine. Our tech stack and framework has this to some degree as well, though the history of decisions that led us there mostly makes sense.