Driving company cars.
I get to say I work for Tesla.
Opportunity to work on customer-facing projects.
The Tesla Mission is worth supporting.
No real culture at this company. Managers in the IT department on the automotive side are clueless on how to build software. They are not big on testing, use broken Agile, and think they understand "the process." They get requirements wrong out of the gate and often build software that is not needed.
Restructure the IT department. Get rid of cronyism as a means of promotion. When dealing with layoffs, don't throw your best engineers out because you can't do your job as a manager or director.
- 45-minute discussion for the interview, which focused on software engineering and GenAI tools. - Leetcode question on Graphs (30 minutes). - Project discussion (10 minutes). - Q&A (5 minutes).
The first 5 minutes was just talking about the current role. The rest of the interview consisted of standard questions about Java, such as: * New features in Java 8 * What does "extend" do? * Can I extend a final class?
1. Phone call with HR (initial call) 2. Coding assessment (virtual call with engineer to solve 1 DSA problem) 3. Power Day (4 interviews. All include behavioral questions. 2 are related to DSA, 2 System Design)
- 45-minute discussion for the interview, which focused on software engineering and GenAI tools. - Leetcode question on Graphs (30 minutes). - Project discussion (10 minutes). - Q&A (5 minutes).
The first 5 minutes was just talking about the current role. The rest of the interview consisted of standard questions about Java, such as: * New features in Java 8 * What does "extend" do? * Can I extend a final class?
1. Phone call with HR (initial call) 2. Coding assessment (virtual call with engineer to solve 1 DSA problem) 3. Power Day (4 interviews. All include behavioral questions. 2 are related to DSA, 2 System Design)