There was interesting work to do, with a world-class engineering department.
Teams there built systems that outperformed larger competitors.
Dysfunctional, abrasive, underperforming executives, leading a revolving door of incompetent product/marketing management unable to understand what Fastly does, or how to sell it to customers.
Botched acquisitions and downsizing have left engineering staff gradually cut down to the bone, leaving people fighting constant fires and swimming upstream against a myopic, unambitious vision from leadership.
Good luck!
Interview process was 5 rounds; 2 technical coding screens, and 3 rounds of various problem solving questions and system design. Coding challenges were easy/medium and more emphasis was placed on contextual knowledge about bot mitigation and product
A really great cross-functional process that focused on the day-to-day rather than comp-sci trivia. I had a coding screen appropriate to my level, conversations with product, and various "tell me about a time" questions.
Back and forth with the recruiter for months. She says the position is filled and will reach back later. She reaches back out and we set up a video call. She starts asking me questions pertaining to Fastly's product as if I'm supposed to be an exp
Interview process was 5 rounds; 2 technical coding screens, and 3 rounds of various problem solving questions and system design. Coding challenges were easy/medium and more emphasis was placed on contextual knowledge about bot mitigation and product
A really great cross-functional process that focused on the day-to-day rather than comp-sci trivia. I had a coding screen appropriate to my level, conversations with product, and various "tell me about a time" questions.
Back and forth with the recruiter for months. She says the position is filled and will reach back later. She reaches back out and we set up a video call. She starts asking me questions pertaining to Fastly's product as if I'm supposed to be an exp