Entry-Level Software Engineer [L3] at Google

I see engineers like Alex and Rahul, and they have had many accomplishments with pretty fast trajectories leveling up. I'm wondering if there's a primary common theme among software engineers like that - What are they doing that others aren't?

What's the core insight behind quick growth?

How Neetcode Got Promoted From L3 to L4 (Mid-Level) Engineer At Google - Tips + Insights

Neetcode struggled with unemployment as a fresh college graduate in 2020. To prepare for interviews, he started the (now massive) [Neetcode YouTube channel](https://www.youtube.com/neetcode) and landed a job a year later at [Google](https://www.jointaro.com/topic/google/) as an entry-level (L3) software engineer. 

As his first full-time job, Neetcode was unsure if he'd succeed within Big Tech, but he was able to get promoted to mid-level engineer (L4) quickly.

Neetcode attributes his success within Google to 3 elements: 
- **Working independently**: Don't be afraid to try things on your own. You should take advantage of the smart people around you, but you need an attitude of self-sufficiency. That means you should be willing to dive into the code, try out experiments, and read documentation as needed.
- **Soft skills**: Break down the work you're doing to discuss the parts that people care about and be proactive with giving status updates. If you feel like a project may get delayed, be very honest about that with your manager -- communicate what happened and what you're doing to fix it. 
- **Some luck**: Neetcode had a great manager and his starter project turned out to have a larger scope than initially planned. This set him up for the L4 promotion.

Neetcode's (self-assessed) coding skills were average, but he performed better than most L3s due to his ability to work independently and superior soft skills.

**If you'd like a discount on Neetcode Pro, checkout the [Taro Perks](https://www.jointaro.com/perks/) page.**

Related resources: 
- [Learn how Google does performance review](https://www.promotions.fyi/company/google/performance-review)
- [How to work more independently? from an Amazon engineer](https://www.jointaro.com/question/vyIAC3hCmRpiWzzL6SjP/how-to-work-more-independently/)
- [Why You Should Start Your Career At A Big Tech Company](https://www.jointaro.com/lesson/OcWRqQcx31VwIEV6tfWK/why-you-should-start-your-career-at-a-big-tech-company/)

Performance Review Ratings Example: Meta & Google

- Meta:
  - Meets Some Expectations (MS)
  - Meets Most Expectations (MM)
  - Meets All Expectations (MA): Need this or above to be doing okay.
  - Exceeds Expectations (EE)
  - Greatly Exceeds Expectations (GE)
  - Redefines Expectations (RE)
- Google (these are the old PERF ratings):
  - Needs Improvement (NI)
  - Consistently Meets Expectations (CME): Need this or above to be doing okay.
  - Exceeds Expectations (EE)
  - Strongly Exceeds Expectations (SEE)
  - Superb
- Other companies will use a 1 to 5 system which roughly maps to the above, Google in particular

If you fall below MA at Meta or CME at Google, you will either immediately be put on a [performance improvement plan (PIP) or be at huge risk for one](https://www.jointaro.com/lesson/7SsdpweHE4sbyTtz2kxQ/the-key-to-avoiding-the-performance-improvement-plan-how-to-figure-out-where-youre-trending/). Learn how to [avoid or manage a PIP from our course](https://www.jointaro.com/course/the-ultimate-performance-improvement-plan-pip-guide/).

Related resources:

- [\[Masterclass\] How To Navigate Your Performance Review In Tech](https://www.jointaro.com/lesson/b0B8uqIAUnBLE10jJHJG/how-to-navigate-your-performance-review-in-tech-7232022/) - This is the full video this clip was taken from
- ["What's the difference between a low performer software engineer and a high performer?"](https://www.jointaro.com/question/nMxx2EMVIlJbl1oK4SGu/whats-the-difference-between-a-low-performer-software-engineer-and-a-high-performer/)
- ["How do I help my manager (who is also my mentor) be a better manager and mentor?"](https://www.jointaro.com/question/LbHgSEtXcb5QR5nVu8xt/how-do-i-help-my-manager-who-is-also-my-mentor-be-a-better-manager-and-mentor/)

The Journey to Staff Engineer In Big Tech (Panel Discussion) - Sep 2023

The journey to Staff Engineer is unique for everybody. In this session, we talk about all the ways we got there! Senior Engineer is a terminal level at most tech companies.

Staff Engineer is the next level up. This is referred to as Staff at Meta/Google, or Principal Engineer at Amazon/Microsoft.

Themes discussed in the video:

- Staff Engineers need to have multiplicative impact and influence across multiple teams. There are several ways to achieve this (occasionally referred to as archetypes): code machine, architect, product thinking, fixer, and more.
- Communication, and right-sizing it to the level and discipline of your audience, is critically important.
- Being able to speak to real, quantifiable numbers when it comes to the impact you have is essential.
- Staff engineers are typically known as the experts in certain domains or situations. Becoming well-known in an area is a skill and does require some amount of marketing.

See discussions about Staff Engineers on Taro: <https://www.jointaro.com/topic/staff-engineer/>

Publicly available promotion stories:

- [Ryan's Instagram video processing improvements](https://engineering.fb.com/2022/11/04/video-engineering/instagram-video-processing-encoding-reduction/)
- [Rahul's internal tool for debugging](https://www.jointaro.com/lesson/qvp2quodqAEWSkN7sayt/case-study-building-a-meta-internal-tool-to-empower-an-entire-org-staff-promotion-story/)

Panelists:

- [Zach Wilson](https://www.linkedin.com/in/eczachly/)
- [Rahul Pandey](https://www.linkedin.com/in/rpandey1234/)
- [Carly Taylor](https://www.linkedin.com/in/carly-taylor-data/)
- [Lee McKeeman](https://www.linkedin.com/in/lmckeeman/)
- [Ryan Peterman](https://www.linkedin.com/in/ryanlpeterman/)

Watch the [Q&A portion of the panel here.](https://www.jointaro.com/lesson/P7bEwvDaCuYRfEtmfcaL/the-journey-to-staff-engineer-in-big-tech-qanda/)

Watch the full [Senior to Staff course on Taro](https://www.jointaro.com/lesson/NE3J4vWP7BoWlNgbRtCw/becoming-a-staff-engineer-in-big-tech-panel-discussion/).

Nail Your Promotion As A Software Engineer [Part 3] - The Key To Understanding Promotion

We're told our entire lives that the key to success is to work hard. While this is admittedly true for most professions, it's very much not the case when it comes to software where you need to work *smart* in order to get anything done, especially for promotion. This lesson teaches you:

- The key insight behind understanding what promotion truly means, especially at top companies
- Why you can't get promoted by just working longer hours and writing more code, especially at very senior levels
- A framework to understand what separates incredibly senior (L6+) engineers from the more junior ones
- What it means to think multiplicatively instead of individually, including an in-depth example

Excited about developing better product intuition after watching this lesson? Check this out: ["How to develop product sense as an engineer?"](https://www.jointaro.com/question/w84sxyM805YOCokfvuQ8/how-to-develop-product-sense-as-an-engineer/)

Tech Lead Blueprint 1/17 - What's The Deal With Tech Leads?

Engineer A claims "*I am the Tech Lead for Engineer B*", while Engineer B claims "*I am the Tech Lead for Engineer A*" 🤔🤔

Lalit has seen several variants of this from his experience as a peer reviewer for Google engineers during performance reviews. Lalit discusses the common desire for the tech lead role, the lack of explicit definitions in tech companies, and the implicit nature of becoming a tech lead.

Connect with Lalit on LinkedIn: <https://www.linkedin.com/in/lalitkundu/>

An Autistic Journey To Google Staff Engineer [L6] From Software Analyst - By Lee McKeeman

[Lee McKeeman](https://www.linkedin.com/in/lmckeeman/) is an autistic software engineer with quite an incredible journey: Across a whopping ~20 years of experience, Lee has worked at Amazon (where he was an engineering manager and bar raiser), Meta, and now Google.

Lee's career story is super long (watch the video to get the full picture), so instead, we're sharing some of the great learnings from Lee here:
- **School doesn't actually teach you software** - University is generally rooted in theory and overly abstract exercises, leaving you with a very basic raw coding foundation. While that certainly has value, it's not enough to make you capable of doing actual software engineering, especially in a team environment.
- **Debugging is a critical skill** - Lee started off as a software analyst, which was a role that was much more focused on diving deep and fixing issues as opposed to churning out new features. The experience Lee got here was extremely valuable and continued paying dividends across his career, even after he transitioned to SWE.
- **Help others and keep an open mind** - Everyone works in different ways and will be comfortable/uncomfortable in situations that don't match that of others. This includes the neurodivergent population like autistic people, those with ADHD, and more. Be a true teammate by being understanding and accepting of these differences. Assume good intent, and if you aren't sure how you can best support a teammate, just ask them!

To learn more from Lee, you should 100% connect with him on LinkedIn where he writes some of the best posts (and comments) on the entire platform: [Lee's LinkedIn](https://www.linkedin.com/in/lmckeeman/)

Here's some of the incredible wisdom Lee has shared on Taro:
- ["What does it mean to not require handholding anymore?"](https://www.jointaro.com/question/5vEWajcZlSi7nlohTGtJ/what-does-it-mean-to-not-require-handholding-anymore/)
- ["How to Balance Responsibilities: Prioritizing Personal Work vs. 'Glue Work' in a New Team Environment."](https://www.jointaro.com/question/9NL4LP40xHy5sgGMvsmB/how-to-balance-responsibilities-prioritizing-personal-work-vs-glue-work-in-a-new-team-environment/)
- ["Can someone elaborate on "always treating feedback as a gift"?"](https://www.jointaro.com/question/4DoEnMIq2ISadfAJuwp9/can-someone-elaborate-on-always-treating-feedback-as-a-gift/)
- ["What do career levels structure in big tech company look like? What are the responsibilities for each level?"](https://www.jointaro.com/question/qV5oikdcgs4GWmGeousX/what-do-career-levels-structure-in-big-tech-company-look-like-what-are-the-responsibilities-for-each-level/)

I'm really new as a Google FTE (still doing some logistical onboarding like getting my laptop fully set up), but I want to hit the ground running and start growing at Google as fast as possible. However, I don't know what I don't know - There's a lot to take in, and I'm unsure where is best to focus and allocate my time.

Started my 1st FTE SWE job and been on my team for just a few weeks - What should I do?

Mid-Level Software Engineer [L4] at Google

I've heard 1-1.5x your full-time rate is valid. I know this will likely be context driven, I'm specifically looking for longer-term hourly rates as opposed to short-term / project-based, but would be interested in knowing the differences if there are any. 

Thanks in advance folks!

What's a good asking rate for contracting roles?

I've hit a lot of issues pretty deep into the project's execution that hold it up. It can come as late as running the A/B test where we find a big problem that delays everything and takes weeks to solve. This messes up the initial estimates I set up.

Part of this is because I transitioned between teams recently: On my previous team, it was easier to set up components and test them early, but in this current team, it's hard to get real signal until everything is set-up and we run a full end-to-end test.

Lastly, if I hit an issue like this, how can I minimize its effect on my performance and restructure the timeline in an acceptable way?

How can I better proactively account for risks in my projects?

Negotiation Course: Rahul's History And Success With Negotiation

Rahul's compensation went from $110K at the beginning of his career to $830K in his peak earning year, 2021, as a Tech Lead and Manager at Meta (Facebook). That's more than 7x! A lot of his Total Compensation (TC) growth can be attributed to his ability to negotiate. There were 2 main segments of negotiation in Rahul's career: 

- 2013: 5 offers at Facebook, Google, Twitter, Microsoft, and Square
- 2017: 6 offers at Facebook, Google, Snapchat, Stripe, Uber, and Airbnb

This gave Rahul the leverage he needed to see dramatic increases in compensation. Some examples: 

- The Snapchat stock grant went from $600K --&gt; $1.0MM and the signing bonus went from $10K --&gt; $100K
- The Facebook stock grant went from $325K --&gt; $600K and the signing bonus went from $30K --&gt; $45K

The numbers here are due primarily to timing, information, and options, all things you can learn. The results can be life-changing, and you don't need to be a genius programmer to discover your own version of this.

These data points show how negotiation is extremely high leverage. A few hours of extra work can lead to a change of 6 figures or more in compensation.

- Rahul's YouTube video about 5 offers he received as a new grad: <https://youtu.be/rceUVaiXQgU> 
- Rahul's YouTube video about how compensation in tech works: <https://youtu.be/wqdpzu4Oa2I>

In Alex's case, he met Rahul at Meta and now they're cofounders. How can I build up such deep relationships with other people at Google or any future company I work at?

How do you network effectively within a company?

I have joined Google as L4 Full stack engineer - Frontend heavy (70% Frontend, 30% Backend). I have joined the GCP Org. I have 6+ Years of Experience and I have worked in Uber for 3.5 years as SDE 2 Frontend Engineer in past.

I am working on google primarily on Angularjs, typescript, Graphql on frontend side and java, sql on backend side. I want to make sure that i perform well and able to reach L5 within next 1-1.5 years. i.e next December cycle.

I have a fair idea from Uber point of view.

But someone who has deeper insights about what to do right and how things work at google it will be great.

Joining Google as an L4 (GCP) - How to get to L5 quick?

I was informed by my previous manager that once we move teams, promo is "reset" i.e. only the work in the new team counts for the promo cycle (despite being on the same job ladder of TSC, DE etc).

I am currently at L4 and the role I am going into is scoped for L5 (they were targeting a L5 hire). Given I am changing team mid-year, I am not sure I can get a rating beyond SI in the Jan GRAD cycle.

What is the best way to work with my manager to secure an L5 promo and what timeline is realistic for this promotion at Google (I was targeting next August)?

How do I work with my manager to get to L5 in the "quickest" way?

The Journey to Staff Engineer In Big Tech - Q&A

This is the Q&A portion of the Staff Engineer Panel discussion. Watch the [main content here](https://www.jointaro.com/lesson/SaYyJGLYvrAy4XGrDhy7/the-journey-to-staff-engineer-in-big-tech-panel-discussion/).

The journey to Staff Engineer is unique for everybody. In this session, we talk about all the ways we got there! Senior Engineer is a terminal level at most tech companies. 

Staff Engineer is the next level up. This is referred to as Staff at Meta/Google, or Principal Engineer at Amazon/Microsoft. 

Questions answered in the video: 
- I'm making a career change into Software Engineering -- what advice would you have? I want to get into Augmented/Virtual Reality.
- I'm already a Staff Engineer, but I'm struggling with performance management. What advice would you have to exceed expectations?
- What resources would you recommend to improve at communication? What is an effective way to find a mentor?
- I'd like to first become a Tech Lead (TL) and then transition into a Staff Engineer role. What advice would you have for me?
- I'm a Data Engineer (DE) and big fan of Zach! How do I show the impact of my work to a manager who may be unfamiliar, especially since I don't do frontend?

See discussions about Staff Engineers on Taro: [https://www.jointaro.com/topic/staff-engineer/](https://www.jointaro.com/topic/staff-engineer/)

Publicly available promotion stories:
- [Ryan's Instagram video processing improvements](https://engineering.fb.com/2022/11/04/video-engineering/instagram-video-processing-encoding-reduction/)
- [Rahul's internal tool for debugging](https://www.jointaro.com/lesson/qvp2quodqAEWSkN7sayt/case-study-building-a-meta-internal-tool-to-empower-an-entire-org-staff-promotion-story/)

Panelists:
- [Zach Wilson](https://www.linkedin.com/in/eczachly/)
- [Rahul Pandey](https://www.linkedin.com/in/rpandey1234/)
- [Carly Taylor](https://www.linkedin.com/in/carly-taylor-data/)
- [Lee McKeeman](https://www.linkedin.com/in/lmckeeman/)
- [Ryan Peterman](https://www.linkedin.com/in/ryanlpeterman/)

I have a L6 equivalent MLE interview from a FAANG company.

Since last time I had interview for L4. I would like to understand what kind of quality difference does L6 show in an interview (coding/behavioral/system design -- ML)?

How would you demonstrate staff level quality in the interview rounds?

Quality to demonstrate for staff MLE during interview?

Ritendra Datta (Head of Applied AI at Databricks)

I just did [a live Ask-Me-Anything (AMA)](https://www.jointaro.com/lesson/j788E0O0w7vWWzLOWAre/ask-me-anything-ama-with-a-meta-and-databricks-eng-director-ritendra-datta/) but we can also collect questions here that I'll answer afterward.

### Work history

I recently joined Databricks as a Senior Director of Engineering. Most of my career has involved Machine Learning, and I've managed teams ranging from 2 to 200 engineers/research scientists.

Previously, I was the Head of FB Reels and Video Recommendations (Director of Engineering) at Meta, from 2019 - 2023. Before that, I was a Senior Staff Software Engineer and Tech Lead working at Google in Mountain View. I hold a PhD in Computer Science from Penn State, and my publications during that time have accumulated almost 9K academic citations.

Some questions I've heard:

- How Fair is Performance Evaluation for Tech ICs vs Managers?
- Can you give some examples of effective communication? What channels are used, level of abstraction, tone, etc?
- Any advice for a new grad to progress faster in their career?
- What are interviews even like for Director+?

### Other

I've started writing detailed notes in blogs titled TLDR0. Slightly cheesy, but it stands for Tech Leadership - Direct, Respectful, Zero Ego. See the full details on my [LinkedIn profile](https://www.linkedin.com/in/ritendradatta/).

- Substack: <https://tldr0.substack.com/>
- Medium: <https://tldr0.medium.com/>

I'm Ritendra, Ex-Meta/Google current Senior Director at Databricks. AMA!

Senior Software Engineer at Taro Community

I am already working as an SDE3 in a mid-size tech company with 10 YOE, I have recently applied to a Staff-SE Role at Google, and have been contacted by the recruiter, 

Now I am not sure what to study, I interviewed twice with Google around 4 years back, but that time they contacted me for L4, and I wasn't able to clear the coding rounds both times. I think I am a good Software engineer, it is just that, solving these Leetcode problems is not my cup of tea. And to be honest, with my current workload and other responsibilities, grinding leetcode feels not worth the effort.

So now I am clueless, would they still ask the same kind of coding questions even for Staff role, or how to go about preparation?

How to prepare for Staff Software engineer Role - L6 @ (Google)

Hi everyone,

I am currently a software engineering intern in Google. My main goal is to get a return offer after I complete my internship.

Based on my conversation with my intern manager, the high level metrics for success as an intern are definitely technical problem solving, collaboration and feedback etc. This is highly aligned with Alex's videos on the Internship series, where he described that an intern's main performance metric is code volume. I have also learnt that finishing a project drastically increases one's chance for a grad offer based on interns who converted to FTE.

However, I noticed that there are a lot of opportunities for events and mentoring. My current strategy is to focus most of my time in the project while networking mainly in the team to make sure I have a great relationship with them. Occasionally, I meet another employee once a week or so. At the same time, I noticed that most interns are using most of their time to meet with other FTEs from all over the world and other teams.

I personally find that a large codebase with so many contexts and 12 weeks to be the main factors on why I am a bit more conscious of my own time.

Is my current strategy to focus on the project and networking mostly with my current team optimal for a return offer? If not, are there anything else that I should be focused on?

I'm going to be joining Google soon, and my current approach is just to come in and stabilize as a solid L4. Over time, I’ll assess my situation and see how I should pursue leveling up. I would like to grow (i.e. eventually make it to L5), but I’m not in a huge rush - I don’t think I want to set a very concrete goal like “I want to get promoted from L4 to L5 in 1.5 years”. Thoughts?

How soon should I start thinking about promotion?

I'm still in school, but I will be graduating in a couple months. My goal is to get promoted as quickly as possible at a reputable company like Google. However, there are so many ways to get better as a software engineer, and I'm unsure how to prioritize all of this information. What should I focus on since I'm earlier-in-career to really unlock that fast career progression?

What are some tips for quick growth when you're just starting out?

Tech Lead Blueprint 4/17 - TL Archetypes

Connect with Lalit on LinkedIn: <https://www.linkedin.com/in/lalitkundu/>

Master The DSA Interview [Part 6] - Why Does FAANG Do This?

If data structures and algorithms aren't actually used on the job, why do Big Tech companies use these problems as a cornerstone of their interview process? This lesson teaches you:

- Why Big Tech isn't just being evil and stupid when they use data structures and algorithms problems on their interviews
- How data structures and algorithms problems can have a surprising amount of depth
- What most engineers don't understand when it comes to how FAANG rejects candidates
- How Google and Meta in particular differ from almost all other companies when it comes to hiring, which affects how their interview processes work

If you're interested in working at early-stage startups that don't ask LeetCode problems: ["How to find and connect with scrappy startups?"](https://www.jointaro.com/question/9jFuRj3UymeHsaKIzXia/how-to-find-and-connect-with-scrappy-startups/)

Apologies in advance for a long question. Not sure how to ask this question without providing deeper context. 

---

I’ve been working with my current manager for the last 1.5 years. While they have recently helped me get promoted to Senior, it’s been a constant struggle. I dread our 1:1 almost every single week because it always run overtime and we are often still not on the same page. 

I see two major issues that haven’t notably improved in the times I’ve reported to them.

(1) My manager isn’t able to coach me, or any of the SWEs on the team. My manager doesn’t seem confident when we have career discussions - I recently asked them what they thought was the difference between good TL and a great one, and they struggled to coherently answer this. Instead, they said they would know better after the next performance calibration.  Additionally, none of my teammate has gotten proper coaching either.  For example, a teammate struggled to submit code due to their poor code quality and thus had low CL velocity, so my Manager simply told them to submit more CLs, which only made them more stressed without a legitimate way to improve. 

(2) My manager lacks technical understanding of our projects and constantly pushes for speed. My manager was externally hired, and to this day, they don’t really understand the complexity of the work our team does. I understand EMs don’t need to contribute code directly, but my manager almost always underestimate how complicated the projects our team takes on are. As engineers, we frequently have to defend our timelines, which is not only frustrating but also pressures some teammates to favor suboptimal design or hastily done CLs that just causes even more churn. 

The weird part is, my manager often seem unaware of their own actions, and when I talk to them about these issues, they are always receptive to feedback and seem willing to improve. However, I simply haven’t seen enough improvement in the last 1.5 years. 

I could leave, since this is having an impact on my emotional well-being. But I do have good standing w/ my own team and the overall org, and I want to use this situation to learn as much as I could. I know that I myself have a lot to learn as a tech lead (Thanks for [this article](https://www.jointaro.com/lesson/uHqZZ15SK19MatEvLSO6/what-makes-a-truly-great-tech-lead/), it’s really helpful), and I know I can probably get a bit ahead of our projects and start estimating/de-risking earlier, so my Manager doesn’t get overly aggressive with timelines. I know I can also take this chance to more closely mentor my teammates and help them succeed, since they aren’t really getting it from our manager. 

I want to stay, but is it the wrong decision because I have little career support from my manager? If I do stay, what should I focus on so I can really help my team and at the same time learn something valuable for my career?

What should I do in a situation where my manager is well-meaning but incompetent?

Ace Your Tech Interview As A Software Engineer [Part 33] - Understanding Big Tech Interviews

For many software engineers on the interview grind, FAANG is **the** pinnacle, the dream destination. However, Big Tech interviews are so frustrating and notorious for their difficulty. Why is that? This lesson teaches you:

- The general perspective of Big Tech when it comes to hiring software engineers
- What centralized hiring is, why it's unique, and how it affects the interview process (particularly for 2 certain FAANG companies)
- Which interview types are more common for Big Tech and why
- Which interview types are less common for Big Tech and why

To dive deeper into cracking the FAANG interview: [\[Taro Top 10\] Breaking Into FAANG](https://www.jointaro.com/playlist/roKqDHgxu4C5CioEFpJY/)

My friends who are there seem to be struggling quite a bit with the current culture, alongside dwindling mental health.

I love the potential of enacting a change for good.

But would it just fall on deaf ears with no one wanting to step outside the bounds and not change the status quo? 

Is Google really worth joining in its current state?

Mid-Level Software Engineer at Taro Community

**Context**

I did a few interviews in the last months for some software engineer, and in the end it came down to 2 companies: Google (started loop as L4 but got downleveled to L3) & DoorDash (L4). I'm L3 at another tech company (smaller than these), already scheduled for promotion for L4 as I've been performing accordingly for some time. Per my understanding, levels (L3/L4/L5 or E3/E4/E5) are similar between these companies.

I have around \~4 YoE now and graduated 2 years ago, though only 1.5 YoE on larger projects at US companies (i.e. roles that I suppose would be closer to a FAANG environment), as I worked on smaller local products and consultancies before. This is my first time actually preparing for this format of interviews, so I'm kind of glad that I at least passed L3 for Google.

**Offers**

DoorDash already extended an offer and Google said that HC approved for L3, but still have to go through team matching. DD's offer has significantly more TC (like &gt;30%).

**Doubts**

I really wanted to join Google at first since I have tons of friends and family working there, but at L3, seems that I would be taking a step back just for the sake of being able to say that I worked at Google, so I'm actually biased towards going to DoorDash, here's my rationale:

- Significantly more TC
- Remote-friendlier
- Already worked (and enjoyed) with a lot of people that I would be working with at DoorDash (also likely why they accepted me as L4 instead of L3, because I had some 'advocates' there). While at Google I still have to go through team matching and I don't have a clue on what I'd be working with.
- Would start as L4, with a higher performance bar and expectations, and aiming for 1\~2 years later would be looking at L5, instead of still looking at L4 at Google.
- Even if I got promoted quickly at Google, would likely be at the lower band of L4 salary, so not only 1\~2 years of lower TC and possibly smaller scope, but likely even more.
- This is my first time preparing for this type of interviews, so **even if** I want to join Google a year or two down the line, I would have not only more experience under my belt for both behavioral and technical interviews, but also more time and resources to prepare.

What flaws can you find in my train of thought? I find this very confusing to take a decision, seems that it is a common situation as I searched for it a lot and everyone seems to call FAANG in general as "kings of down-leveling".

Is it worth it to be downleveled to get into FAANG?

My TL recently became my TLM at the start of this quarter and we've had communication/expectation issues before. My previous manager indicated through check-ins that I was on track to receive a Significant Impact (SI) rating ("Meets All Expectations") for the last 9 months and now my TLM is hinting that I only meet partial expectations.

The feedback is that I meet my delivery and impact expectations but only with a lot of guidance and help and at my level I need to show more independence.

Even when I ask them what rating they have in mind they don't have a straight answer and it's stressing me out not knowing if it could also be an NI or a PIP in the near future. I'm ashamed because this isn't how I wanted my career to progress at Google and because my friends and family (and team) definitely expected more from me but at this point in the year there isn't much time left.

I'm stressed out of my mind and it doesn't help that I also have anxiety and ADHD that make the situation worse than it actually is due to a recent family issue. The options I see forward are

(1) take the M rating and work harder next year to get promoted

(2) take short-term leave for 1-2 months due to burnout and "freeze" my performance for this year instead of making it worse.

What would you recommend I do?

Getting an M (Moderate Impact) rating this year

Hey all,

I’ve been in my team for over a year now and I’d like to change teams. In my previous companies it took a lot (of luck) to change teams (typically would only happen when orgs restructured). I’ve heard the process in google, and tech in general, is really straight forward and I’d like to get out of my org and try a different team. Would anyone be able to provide tips or guidance on how to change teams?

Thanks!

Ask Me Anything (AMA) with a Meta and Databricks Eng Director - Ritendra Datta

[**Ritendra Datta**](https://www.linkedin.com/in/ritendradatta/) is a Senior Director of Engineering at Databricks.

Previously, he was the Head of FB Reels and Video Recommendations (Director of Engineering) at Meta, where he worked from 2019 - 2023. Prior to that, he was a Senior Staff Software Engineer and Tech Lead working at Google in Mountain View. See the [Q&A Ritendra led in the discussion forum](https://www.jointaro.com/question/FaRXsBFD3JpNtFlsmC6Q/im-ritendra-ex-metagoogle-current-senior-director-at-databricks-ama/).

In this Ask Me Anything (AMA), Ritendra answered many questions about tech leadership and career growth!

**Career Preferences in Small vs Large Companies**

Ritendra explained that he enjoys working in smaller, more self-contained companies where he can have a greater impact and more direct relationships with colleagues and superiors. He also highlighted his discomfort in large companies where there are more people than problems and where he would rather focus on technical work than fighting for scope. He ended by stating that his 'sweet spot' is in smaller companies like Databricks or the early days of Google.

**Manager Evaluation and Influence Strategies**

Ritendra discussed how to evaluate a manager and increase influence in a new company. Rahul asked for advice on evaluating a manager, and Ritendra emphasized the importance of empathy, understanding, and a focus on the employee's growth. He suggested asking existing reports about their manager's responses to failure and success, and their approach to career growth. Later, Rahul asked about increasing influence in a new company, and Ritendra advised understanding the company's pain points and focusing on solving them. He cautioned against bringing in new problems to solve, as it can be dismissed due to the existing workload. He also mentioned that introducing a new perspective can also lead to influence.

**Director's Tech Role: Problems and Strategies**

Ritendra discussed the common people problems faced by a director in a technology leading role. Ritendra highlighted the issue of conflict within an overgrown organization, where there are too many people and not enough problems, leading to fights over scope and misaligned career aspirations. He also shared his personal strategy of moving to a different part of the company where the problem is less prevalent. Rahul asked about identifying fast-growing opportunities within a company, to which Ritendra suggested evaluating visibility and impact potential. He advised focusing on areas that are important to the business outcomes but not heavily crowded, and not always following the CEO's narrative.

**Executive Presence: Leading Beyond Teams**

Ritendra shared his personal experience of receiving feedback about his lack of executive presence early in his career and his subsequent efforts to develop it. They also emphasized the importance of understanding and executing on leaders' strategies, as well as effective communication with senior leadership. The conversation touched on the importance of taking action items and follow-ups, and maintaining a balance between being assertive and respectful in discussions with senior leaders. They concluded that executive presence is not solely about intelligence or technical expertise, but also about understanding and acting on strategic directions.

**Relationship-Building and Communication Strategies**

Jordan queried how to optimize the value of one-on-one meetings, to which Ritendra expressed his preference for these meetings due to their potential for honest communication and vulnerability. He shared his personal experience of joining a new company to highlight the significance of openness in establishing deep connections with others. Ritendra cautioned against frequent complaining, recommending a balance of 70% positive communication and 30% expressing struggles.

**Managing Difficult Relationships and Career Advice**

If you have a difficult manager relationship, Ritendra suggested that one should make a judgment call on whether the manager has already given up on them and advised seeking an exit if the relationship can't be repaired. He also mentioned that negative performance reviews often lead to further negative reviews, making it less likely for a turnaround. The topic of how much senior leadership knows about struggling mid or senior-level engineers was also discussed, with Ritendra confirming that such information does spread up the reporting chain. Lastly, Rahul asked about Ritendra's relationship with money as he climbed the career ladder. Ritendra stated that beyond a certain compensation, money doesn't significantly change one's quality of life and that he values his daily happiness over a higher salary.

**AI and ML Advice From Experienced Engineer**

Ritendra advises to focus on the areas surrounding the problem at hand, follow industry experts, read Linkedin articles, and listen to podcasts for new ideas. He emphasized that companies typically focus on fundamental knowledge rather than specific details about recent developments. Ritendra also suggested the use of co-pilot tools, such as AI assisted code writing, to make lives easier and recommended learning about the psychology of engineering and technology.

Relevant links:

- See the [Q&A Ritendra led in the discussion forum](https://www.jointaro.com/question/FaRXsBFD3JpNtFlsmC6Q/im-ritendra-ex-metagoogle-current-senior-director-at-databricks-ama/).
- Check out [**Ritendra's Substack here**](https://tldr0.substack.com/) and [**Medium here**](https://tldr0.medium.com/). (He wrote about his prior [**AMA from Blind**](https://tldr0.substack.com/p/a-fascinating-q-and-a-with-meta-employees) here.)
- Check out discussions with another [**Senior Eng Leader, David Pan, here**](https://www.jointaro.com/topic/david-pan/) and [**Rachel Zhao, here**](https://www.jointaro.com/topic/rachel-zhao/).

My whole team is engaged in a design exercise for the system we will build in subsequent quarters. Since I joined 2 months ago, I don’t feel I’m able to meaningfully contribute. I also feel weak with system design questions during interviews. How can I improve here?

How can I better contribute to system design discussions on my new team?

I am currently burnt out and looking for ways to take a break.

Looking at Google's generous severance benefits, I had thoughts to inform my manager that I am up for the chopping block if there are any foresight of next round of layoffs. Which I think should be good for the company since I am also helping one motivated Googler to not be laid off in the future.

But then, I am afraid it might get rejected and my manager's relationship with me get strained.

Are there any suggestions on getting severance package while indicating my intent to resign?

### **Additional context**

I am currently not on PIP and is considered excellent performer. I was promoted to L5 in mid 2021

Michael Lin's blog discussed on the "preemptive severance package" which is relevant to what I am hoping to do

- <https://www.jointaro.com/blog/why-i-quit-a-450k-engineering-job-at-netflix/>
- <https://workplace.stackexchange.com/questions/185305/is-preemptive-severance-the-same-as-being-fired>

Should I request a voluntary layoff to my manager?

WLB also means something different to people and therefore I'm curious what the best way is to discover the "truth" of the team you are interviewing into before both applying and joining a company.

For example, when I worked at Amazon, I did not work beyond 40 hours in either of my teams, but the occasional weekend because I was oncall, and this was fine for me personally. At Google Cloud, I was working longer during the weekdays (self-imposed because this was during COVID and I never worked weekends), but other teams at Google have been more relaxed in general. 

I've been told Meta, Amazon and a few others have a poor WLB balance, but then I've also spoken to managers (and experienced it myself in the case of Amazon) that this is team dependant and manager dependant. I also assume it varies by your level.

That said, I'm a DE, so likely the stress level overall is also different to a SWE, hence this post.

Determining WLB before applying and interviewing?

Tech Lead Blueprint 12/17 - Mentorship + Coaching

I recently got an opportunity to switch teams and am evaluating whether this is the right move for me.

To help me decide:

1. What's your thought process when deciding when to switch teams?
2. What's your thought process to decide which team to switch to?
3. What lessons have you learned from when you've previously switched teams?

P.S. I'm purposely leaving this extremely vague to not bias your answers. My goal is to discover blind spots in my thought processes, so I don't limit the discussion to revolve around my current scenario.

What's your thought process for switching teams?

In particular, I am about to have a team fit call with a senior manager at Google for an L5 role. The corresponding team/job description from the careers page looks a bit ambiguous (it's a role in google distributed cloud hosted).\
\
I am already HC approved post my interviews.\
\
I wish to gain understanding for the following topics in the role:

1. Domain specific knowledge requirement for the role
2. Whether my previous SWE backend experiences (in Ads Search and in ML Infra) could be aligned with the role
3. Work load

Of course, I do realise that its a fitment call and I need to leave a strong impression on the manager. \
\
But need advise as to how can I balance the two aspects given its a short 30min call. Thanks!

How to structure my team fit call with senior manager at Google for an L5 role?

Just another laid-off SWE here. I have an interview coming up at a popular tech company. 

How can I explain getting laid off in the interview? I am concerned that there is a stigma in tech that layoffs target low performers, especially since only part of my team got laid off. They never told us the layoff criteria, but I think I got targeted because I was more junior. I don't want to reveal my level for the company I'm applying to.

How should I explain getting laid off in a job interview?

How do I get better at technical design review and presentations? I go into these tech review meetings and get a ton of questions from senior engineers that aren’t directly related to the project and the raw volume of questions derails the whole thing. It always feels like something is missing. What should the preparation phase of a project look like?

Adding on to this, I do go into these meetings with a technical design document. Ideally people will comment on that well before the meeting, so we can get more of the discussion done async. However, people often don’t have time so they don't do this, making the tech review meeting the first time they see the tech planning materials, hence all the questions.

How can I minimize thrash when I present technical designs for my projects?

Beyond 'Cracking the Coding Interview': 10+ Years Of Tech Interview Evolution

For over a decade, *Cracking the Coding Interview* has been hailed as the "bible" of interview prep. Now, its high-anticipated sequel, [**Beyond Cracking the Coding Interview**](https://www.amazon.com/dp/195570600X), is out. While the original delved deeply into coding problems, the sequel shifts its focus to teaching you how to think—both in the context of technical interviews and throughout the job search process.

In this event, the authors of [**Beyond Cracking the Coding Interview**](https://www.amazon.com/dp/195570600X) will share how tech hiring has changed in the last decade. Ask them anything about interview prep, job stuff, negotiation, or algorithms and data structures. The authors are:

- [**Gayle Laakmann McDowell**](https://www.gayle.com/), the original author of CtCI
- [**Michael Mroczka**](https://www.linkedin.com/in/mike-mroczka/), Google engineer and top interview coach on [**interviewing.io**](https://interviewing.io/?c=taro)
- [**Aline Lerner**](https://www.linkedin.com/in/alinelerner/), founder of [**interviewing.io**](https://interviewing.io/?c=taro)
- [**Nil Mamano**](https://www.linkedin.com/in/nilmamano/), Google engineer and algorithm researcher

Redeem a discounted mock interview from [interviewing.io](https://interviewing.io/?c=taro) on Taro Perks: [jointaro.com/perks/](https://www.jointaro.com/perks/)

5 Offers w/ FAANG Companies As A New Grad: Details + Lessons

In 2014, Rahul graduated from Stanford with a BS and MS in Computer Science. He received new grad Software Engineer offers from 5 companies: 
1. Facebook
2. Twitter
3. Microsoft
4. Google
5. Square

This video outlines the exact details of the offers, and models out the increase (or decrease) in value of those offers 8 years later, in 2022. The total compensation of the offers range from $174K/year to $262K/year, and those numbers go a lot higher if you factor in stock appreciation.

If you want to better understand how compensation works in top tech companies, first watch [this video](https://link.jointaro.com/819tdsqwJj4VnaEC6).

Paper Reading Group: Attention Is All You Need

Generative AI, specifically large language models, have taken the world by storm. But they wouldn't exist today without a key paper published by Google Brain: "[Attention Is All You Need](https://arxiv.org/pdf/1706.03762.pdf)." The 10-page paper, published in 2017, introduced the Transformer - a critical innovation in neural networks.

**What's in store?**

- A deep dive and interactive discussion of the paper. We recommend reading (or at least skimming) it first: <https://arxiv.org/pdf/1706.03762.pdf>
- A look at what came before the paper (neural networks, embeddings), and what came after (BERT, GPT-2, and ChatGPT).
- **All software engineers welcome** - no AI/ML background necessary!

**Did you know?**

- The paper's authors have all gone on to found multiple billion-dollar AI companies including Cohere and [Character.ai](http://Character.ai).
- Since 2017, the paper has been cited over 86,000 times.
- The Transformer architecture is the **T** in "GPT".

**Your host:**

[Charlie Guo](https://www.linkedin.com/in/charlierguo/) is a seasoned founder and author with over 15 years of software experience and more than a decade in Silicon Valley. He is an alum of both Stanford and YCombinator, and currently publishes [Artificial Ignorance](https://www.ignorance.ai/about), an AI-focused newsletter for engineers and founders.

**The agenda:**

- Charlie will give a brief background, and then explain the key insights and context from the paper.
- We will open the group to some Q&A and a broader discussion.
- And we'll end with some discussion on which paper to read and review next.

The next paper reading group is on October 15 about [deep reinforcement learning](https://www.jointaro.com/event/paper-reading-group-human-level-control-through-deep-reinforcement-learning-deep-q-network/), led by Sai Bhavanasi.

Hi everyone, \
\
I just recently accepted an offer at Google as an L3. The thing is I have 4.5 years of experience full time and have done a number of internships (that I'm not counting in the 4.5). I didn't do super great in the coding rounds and couldn't get cleared for L4 but managed to get approved at L3. The coding rounds (specifically, algorithm optimization) was the specific reason they gave for the down level. \
\
I firmly do believe I'm of L3 level, my manager did as well. I'm not great at leetcode so that part was off but my performance was very good at my previous company and I hope to get promoted to L4 as quickly as possible. \
\
Anyone have advice specific to someone that was down leveled? I see a lot of discussion on a promotion from L3 to L4 in general which I've been reading a lot on. But I was curious about the down leveled case specifically\
\
Also another thing to note - I'm about halfway through the L3 to L4 course and I'd say my skills line up virtually entirely with what Alex is describing as L4 (I used to do a lot of the L3 stuff but have improved). Is this just a matter of coming in and making sure I perform as highly as I can to speed up the process?

Software Engineering Intern at Taro Community

First of all, thank you guys for making these wonderful courses on Taro. The courses on Onboarding, Internships, Code Quality, and Promotions really helped me shine in my internship.

After my internship, my manager gave me "Strong Hire"; however, I was scared that headcount will be an issue so I applied to some other internships from different companies as "backup" (I planned to graduate an year later if I didn't get the return offer).

Luckily, I received a full-time return offer from Amazon. Now, I am in the interview loop for Google Internship. I am wondering what I should do:

1. Tell my Google Recruiter that I got an Amazon offer and don't waste their time.
2. Do the Google interview, and if I get the offer, go to Google for an internship before joining Amazon full time
3. Do the Google interview, and if I get the offer, reject the offer.

Additional context:

- My team at Amazon is amazing. I love working with software architecture, and the hours are really good. ***However, promotions are on the slower end.*** It seems like people from my team are getting promoted in 2.5-3 years.
- The location of Amazon will be in Vancouver (where I grew up - I don't need to pay rent), the location of Google is either Toronto or Montreal (where I will need to pay rent)

Full-Time Return Offer from Amazon, Google Internship Interview in Process

How can H1B (visa) holders do a startup?

As an H1B holder, it can be hard to imagine starting a company. However, many H1B holders (and other visa holders) are able to navigate the startup landscape, maximize opportunities, and turn their entrepreneurial dreams into reality. This talk covered practical insights for people on visas.

Our speaker is Harsh Goel, a software engineer turned entrepreneur who has started two startups on an O1 visa. He will share his experience and also the visa experiences of other founders he has interacted with.

Harsh provided advice based on 5 levels of involvement: 
1. Doing side projects that don't make money
2. Doing side projects that make money
3. Doing a startup while working -- what you can and can't do
4. Going full-time into a startup without funding
5. Going full-time into a startup with funding (>$200K)

Harsh also covered insights on how to quickly qualify and apply for an O-1 visa, a **nonimmigrant employment-based visa classification for individuals of extraordinary ability in sciences, education, business, arts or athletics**; or individuals of extraordinary achievement in the motion picture and televisions industries.

To qualify for an O-1 visa, you need to show evidence of being recognized in your academic field. You must show credentials both in achievements and in your place of employment.

- There are 3 categories of achievements, and this turns out to be very easy to manufacture. Things like judging a hackathon or speaking at a conference (no matter the size) are common ways to demonstrate this. With some hard work and time, **most people can meet this criteria for an O-1**.
- You also need "evidence that the employment requires the skills of someone with 'extraordinary ability'". This requires letters of recommendations from peers or managers at work. If you lead a team within a Big Tech company, **you probably have enough to meet this criteria as well.**

Learn more:
- More events on Taro: [https://www.jointaro.com/events/](https://www.jointaro.com/events/)
- Harsh on LinkedIn: [https://www.linkedin.com/in/harsh-fyi/](https://www.linkedin.com/in/harsh-fyi/)

Greg Benson (Engineering Director at Disney)

In anticipation of my [live Ask-Me-Anything (AMA)](https://www.jointaro.com/event/ask-me-anything-ama-with-a-disney-eng-director-greg-benson/), we can collect questions here. I can also answer questions afterward.

### Work history

I've worked in leadership positions at companies like Netflix (2013 - 2017), Google (2017 - 2021), and now Disney. I'm currently a Director of Software Engineering at Disney as part of Disney Streaming (Disney+, Hulu, ESPN+ Star+).

Happy to talk about mobile development, engineering management, and career growth. 

### Other

I have a deep background in music and audio, having received a Masters in Music & Audio Technology in 2003, and then working with Dolby for more than 5 years. 

After I left Google, I took a career break to learn, explore, and recharge. I traveled to Ghana, learned about accounting, became a startup advisor, and read a lot. 

I'm on LinkedIn here: <https://www.linkedin.com/in/greg7gkb/>.

I'm Greg, Ex-Google/Netflix current Director at Disney. AMA!

**Context**\
I have a potential offer from Google. The job description mentions the following

"*The US base salary range for this full-time position is $221,000-$314,000 + bonus + equity + benefits*"

I was under the impression that this will be an L5/L6 role. The recruiter didn't really give that information away in the phone-screen. However, just before the team-match call (happens after the onsite), the recruiter told me that the HM had hinted them that this will most likely be an L4 role. During the team-match call, I made sure I demonstrated L5 signals when they asked me about my current job and past experience. The HM even told me that they really see me succeeding on the role and I should hear back from the recruiter shortly on the next steps.

**My Question**\
I am preparing for negotiating with the recruiter. Is this a common low-balling tactic by Google recruiters? Otherwise why is there a mismatch between what is mentioned in the job posting and what they are saying?

Is Google recruiter trying to low-ball me?

Constantly struggling with recognizing my contribution and promoting my work, as an introvert it almost is like my mind rejects self-appreciation and promotion. What are some small first steps I can take to get comfortable with self-promotion?

How can a painfully introverted person increase their visibility and promote themselves?

I'm part of a team of 10 and my team is barely 3 months old, with many of us having joined this team very recently. I would love to start some initiatives to help our team bond and get closer as a team. For context, the team very distributed (3 different locations) and travel budgets are tight :( 

What are some of the most effective tools you've used and/or seen to cultivate a sense of camaraderie amongst teammates?

What are some best practices to improve team cohesion?

Our VP keeps office hours every week (even more so recently because of the layoffs announcement). However, I see (and he often complains) that people do not utilise those, perhaps because people do not know what to ask. 

I see this as a wonderful opportunity to learn from the senior management (as well as build some visibility). However, I myself am not sure how to utilise them so that it is not a waste of their time.

I have utilised them once and it helped me understand what the work expectations look like from our VP's perspective as well as his insights on growing fast. But, I am not sure if I did it right, and any perspective on this would help.

How to make the most out of Director/VP/Exec office hours?

Something I want to get more efficient at is promotion trajectory, and team selection is a big part of that. If I were to switch teams, how can I find one that's important for the business and has a good amount of L5 scope? My goal is to move up to L5 soon and have scope to start making progress to L6 as well afterwards.

What should I look for in a new team in terms of growth?

What should I think about and focus my efforts on when I get a project and a role that's of (1) bigger scope and (2) tighter deadlines than I'm used to?

### Context

A reorg has suddenly thrust me into the TL role for a very high-profile project on a new team. This project is part of OKRs 4 levels up the chain and has the eyes of several director level people across different functions. From what I've heard, this project already suffered from "too many cooks in the kitchen" syndrome, and on top of that, this project has delivery date set in Q3, which is quite aggressive from our org's standards.

I've landed in this position because I was transitioning to this team prior to the reorg, AND the EM/TL/PM/2 L5s has been reorg'ed out, and they needed someone who had previously TL experience and was willing to do it.

I've previously TL'ed a team of 4 people, with important but "normal" priority projects. This is clearly a great opportunity for me, but I am afraid I'm not ready to handle it and I'm at a bit of loss as to what I should be focusing most of my effort on. With the tight deadlines I have, I feel like every day will be a battle so any advice on how to approach this will be appreciated.

I have one other L5 supporting me who I trust very much and a new EM who's rumored to be very good. We currently have 4 SWE including me and we'll be getting more at least 4 more engineers, with lots of adjacent teams helping out. I do also have good standing and connection in the org overall and I know how to get a "normal" project in our org over the line (I did an in-org transfer).

### What I'm thinking about right now

1. Knowledge Transition: since a lot of critical members of the team are leaving and I am taking over, I feel the biggest priority in the near term is to absorb as much knowledge from them as possible. So far, they have some prototypes, and I wanted to get my hands dirty, so maybe I should focus on is to understand the work that's been done really well, and the design choices that's been made already?
2. Gather support: I feel like biggest personal risk is that I don't know how to show up in higher-stake meetings with directors. Is it any different? Where do you all see the risk is?
3. Enable the team: I know the biggest responsibility I have, more than anything, is to make sure the team is able to work on the project and help us deliver this. Aside from the L5, I don't know a lot about the people. I feel I should putting my focus on ensuring they are as successful as possible, not focusing on my own technical knowledge as much, for us to succeed. Is that a good way to think about it?
4. Self-management: I anticipate I'll be very stressed and pulled in many directions. I already feel this way. What are some tools I can leverage in "crunch time"?

How to thrive in a new role that's much bigger than what I'm used to?

YOE: 10 months remote at an AWS Partner (DevOps/AWS account remediation stuff)\
TC: $136k

Hello, I’m in my early career and in need of some career advice. I would like to get into a SRE-SWE role at Google, preferably in Zurich (I’m a US citizen) for better career growth and new life experience. 

**My background:** I switched into this field a bit late... 30 years old and now 10 months on the job. I decided I really wanted to learn to code after working in product and I made the switch. I took up a Javascript course online, within 7 months studying full time  I had completed a couple portfolio projects including a full stack project. At that point I decided I didn’t like front-end and I got into learning AWS cloud architecture. My coding background + achieving an AWS Associate Architect certification quickly found me a high paying role at an AWS consulting Partner in the devopsy space.

Currently I work remotely at a tiny AWS Partner where Terraform and AWS Cloud remediation is my main work. Though I had no intention of giving up coding, the job I got into pays well but is not exactly what I was expecting...  

\
After the first couple months of trial-by-fire with terraform - my job stopped being challenging and I have tons of free time (which I used to get 4 AWS certs so far.) Terraform hasn’t been difficult once I got the hang of it, and most of it I don’t consider actual brain-exercising coding work like I had done when learning to code (i.e codewars). Lately, I feel my only growth has come from the knowledge I’ve gained from self-studying for my AWS certs.  Though I have enjoyed studying for my AWS certs and gaining depth about cloud services (I really enjoy research and distributed cloud architecture to make things work on a mass scale is amazing)  and I just cleared the AWS Certified DevOps Pro exam which was a significant milestone for me. BUT…

1. My coding skills are getting rusty and I never had proper programming mentoring on a professional team to begin with. I joined this company as a junior and have only really grown in Cloud Architecture (does that count as Systems Design?), AWS/Iaac Terraform, but not as a SWE.  I have never done leetcode, I don’t know DS and Algos. My interview was about a 3 tier app architecture. My company runs Terraform like a code-cowboy environment and my code almost never gets reviewed properly. And as I said, I’m not doing much here these days, which although is great if you I want to earn money and coast (or self-learn picking up the difficult cloud certs) I am definitely underutilized and not in a collaborative “team” environment. Work is siloed by customer with one senior engineer being the guy assigned to handle all the cool stuff for a customer and I receive undesirable work like dealing with logs or fixing pain in the arse security stuff that no one else wants to be bothered with. (I.E and maybe a bad example, but no one wants to be bothered with accidentally taking down production to remediate ssh ports being open to 0.0.0.0/0, so let the jr take the fall or do nothing since the customer doesn't care about it and won't pay for it)
2. Here’s what I’m thinking - I could use my copious free time to get GCP Pro certs, maybe learn Kubernetes and then decide on another programming language to main and grind 6 months of leetcode to prepare to get into a Google SRE-SWE role or maybe Airbnb as a 2nd choice. Is this plan sound? Please advise. I don’t even know if I’ll like/need to learn Kubernetes, but I’m prepared to do what it takes to team match in my current cloud specialization. Do I need to learn Kube administration for Google SRE work?  I’m ready to get back to coding and I can nose to the grindstone leetcode for as long as it takes. The AWS Pro cert was a grueling grind as well, so I know I have the discipline to do it.
3. I’m deciding upon a new programming language to main since I am not enamored with JS at all. I’m thinking either Golang or Python ( I’m already learning Godot and GDscript in my spare time as a hobby) and whichever language I go with will preferably be my main for leet code DS and Algos interviews and my career in tech. What I heard about Golang that I like is that there is typically a correct way to do something rather than a million ways to do one thing. I find that very appealing. Please advise on the language I should go with if you can as well.. My current job has been a good place to excel in self-study while being paid and now is the time to take aim for new goals  and steer the wheel on the ship of my career.

Also I really love working remotely but I would go to the office if it meant Google and a new life experience in Switzerland.

And I would really love any insight you can give about such SRE-SWE roles and if that sounds like the best fit for my current cloud specialization and interests. Thank you

Seeking career advice from Senior SWE’s & SRE’s to get to Google (1st choice) or Airbnb

Going into Q4 there seems to be a lack of projects allocated from planning to our team. I think this is related to our manager being on parental leave last quarter and not having an advocate at the higher level planning meetings. 

My question is also around how to deal with a situation where projects are strictly determined from the top-down (aside from engineering/maintenance + backlog issues, which are less valued).

How to handle periods at work where projects dry up?

Tech Lead Blueprint 14/17 - Scaling Yourself

A quick TL;DR of my career, I started off at Lockheed Martin doing Linux C++ and Java development with a bit of SRE work building out Jenkins+Docker CI/CD infrastructure for my team. I then went to do frontend web development on Google Cloud. However, after around eight months, I wasn't too confident on my trajectory within the team, so I moved over to a team outside of Cloud. In this role, I did Android development with some C++ backend work mixed in. Looking at my background, I've worn several hats and more or less had multiple different roles during my \~4 year career.

This is all because I care more about the end result of my work instead of the work itself. The language, tech stack, etc that I am using is not what gives me fulfillment. Unfortunately, it seems like I'm getting punished for this mindset, as every employer wants someone who has been using the same stack their whole career. It's not surprising given how recruiters and anyone in the hiring process is seeking to find any reason to say "No" to you. They have become adversaries that one has to take down, since passing Google's hiring bar now no longer carries weight. Each interview I fail to pass just appears to perpetuate a narrative that I was nothing more than a COVID overhire and deserved to be laid off.

Is there a gainful role out there for me, or am I going to just have to settle for some dead-end job that will just drag these career woes on?

All Big Tech including Google, Meta, Amazon have done one round of layoffs. Interesting to hear what is your opinion is on the severance packages in the subsequent rounds. Does it get reduced? Asking because I am in interview process with Google. If they do a layoff will I get very less severance than the 1st round? My friends at Google are certain that there will be more rounds of layoffs in coming months.

Does severance package get reduced in subsequent rounds of layoffs?

How To Get Interviews, Secure Offers, and Make More Money in Big Tech

Alan Stein, former executive and hiring manager at Google, Meta, Salesforce, and Tableau shares how jobs are really acquired at the world's top tech companies. 

No BS about resumes, cover letters, or LinkedIn profiles. Rather, Alan shares what actions you should actually take to land more interviews, offers, and earn more money.

Feel free to connect with [**Alan and say hi on LinkedIn**](https://www.linkedin.com/in/alanjstein/).

For the past 3 months, the primary activity on my team has been to debate and discuss the architecture design of the large system our team will be developing in Q3. It feels like we’re in gridlock and I don’t see a clear path to a decision. How can we move forward productively?

My team has been doing architecture debates for months and we’re in gridlock.

Based on Rahul's answer here, he mentions that you should move to a location where your team is based : <https://www.jointaro.com/question/ltyKjUmX0aWrJZjnEByD/does-not-being-in-the-bay-area-hurt-your-career-as-a-swe/>

I am interested in moving to Seattle if I get an offer from one of the FAANG companies. I would like to know what are the teams in those companies that have a center of focus in the greater Seattle area?

At Google / Meta / Microsoft , what are the teams that have a center of gravity in Seattle?

I’d like to convert my internal system of progress into a checklist and then share it with my manager. For example, I’m learning about logging. A question to measure my own progress is to check if I know what information should be logged? What about security considerations? If someone asks me about logging in 2 months, can I unblock them?

Instead of relying on the performance review system, how can I create an internal system to measure my own progress?

- What do you do to find someone to mentor?
  - Anything that's worked really well?
  - Anything that's not worked well?
- What do you do to qualify a potential mentee to make sure both you and they will be successful?

I recently saw a talk by someone L8 at my company. They believe everyone should mentor someone. It's not only a great way to improve at growing others, but also a great way to grow yourself.

So I'd like to try it out but am not entirely sure how to get started.

*P.S. Yes, I've Googled this already. Asking a more vague question here because I've found all you tend to give really good insights that I'd never think of even asking for.*

How do you choose a team at Google or Meta? There might be a ton of internal teams that you would have no idea about if you are not working there. Most people only know about Instagram, YouTube and other user facing products. How did the folks working at those companies select which team they want to join? I was asked which team I would like to join in my first conversation with a Google Recruiter.

Ask Me Anything (AMA) with a Disney Eng Director - Greg Benson

[**Greg Benson**](https://www.linkedin.com/in/greg7gkb/) is the Director of Engineering at Disney Streaming (Disney+, Hulu, ESPN+ Star+). Further questions and discussions are on the [AMA thread](https://www.jointaro.com/question/CdPjNOXvU882180yzs6R/im-greg-ex-googlenetflix-current-director-at-disney-ama/).

Previously, he was the Engineering Manager at Google, where he worked from 2017 - 2021. Prior to that, he was a manager at Netflix during the hypergrowth phase (2013 - 2017). Greg also has a deep background in music and audio, having received a Masters in Music & Audio Technology in 2003, and then working with Dolby for more than 5 years.

After leaving Google and before joining Disney, Greg took a career break to learn, explore, and recharge. He traveled to Ghana, learned about accounting, became a startup advisor, and read a lot.

Greg answered many questions in this Ask Me Anything (AMA). This session was moderated by [Igor Podkhodov](https://www.linkedin.com/in/podkhodov/). 

**Transitioning From Engineer to Manager: Insights and Expectations**

Greg shared his experience transitioning from an engineer to a management role. 

- Ask strategic questions in one-on-one and skip-level meetings, focusing on career trajectory and higher-level considerations. 
- Individual ownership and accountability are critical to ensure you succeed and build trust. 

They also discussed the purpose of skip-level meetings, which included understanding the expectations of senior staff and determining one's career trajectory. They emphasized the importance of adapting to different organizational and cultural contexts, as expectations can vary between companies. Igor added that it's important to verify the direction of one's actions during skip-level check-ins.

**Career Breaks and Influential Readings**

Greg discussed their influential reading materials, including [Creativity Inc](https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0812993012), [Beyond Entrepreneurship](https://www.amazon.com/Beyond-Entrepreneurship-Turning-Business-Enduring/dp/0133815269), and [Leading Teams: Setting the Stage for Great Performances](https://www.amazon.com/Leading-Teams-Setting-Stage-Performances/dp/1578513332). He also shared their career journey, which involved tenures at Amazon, Netflix, and Google, a break of about a year and a half, and a transition to Disney. Greg quit his job at Google during the Covid-19 pandemic due to the challenges of remote work and the mental health burden. They emphasized the importance of taking breaks in one's career and the potential implications of extended gaps in one's employment history.

**Speeding up Engineering Velocity**

Greg discussed their experience at Disney, highlighting a less engineering-oriented approach compared to their previous roles. They also shared their insights on the factors that could accelerate an engineering team's velocity, such as testing, team culture, and the use of large systems. Greg further discussed the use of AI and large language models in the development process. During his time off, Greg learned more about AI and ML which helped him feel more confident in leveraging new advancements. For truly paradigm-shifting technologies (like AI), you won't be "too late" if you start adapting now.

**Mentorship and Career Growth**

Igor asked Greg about their approach to mentorship and its impact on their career growth. Greg shared that they have never used a career coach but has found mentorship through ad hoc interactions with colleagues. They emphasized the importance of reaching out to people for help and guidance, asserting that most people are willing to assist. They also shared their strategy of researching potential mentors before reaching out and being open-minded about learning from people in different roles and departments. Igor agreed with Greg's approach, noting the importance of persistence in finding a willing mentor.

**Career Progression**

- In a challenging economy (and world events), Greg advised holding out for a decent job that you're actually excited about, emphasizing the importance of following interests and passions. 
- Your specialization and expertise can help stand out in the job market. Startups often will have more growth and personal satisfaction. 

**Engineering Career Paths and Management Challenges**

Igor raised a question about career paths for engineers, emphasizing the need to understand motivations and challenges of growth into staff engineer or manager roles. Greg highlighted the significant responsibility that comes with a managerial role, including handling team issues, and advised finding an environment that supports career growth. They discussed the challenges and rewards of transitioning from an individual contributor to a managerial role, including loss of control, recognition, and specific deliverables, as well as the ambiguity and subjectivity of performance evaluation. The discussion ended open-ended with Prakash seeking insights on handling disagreements within teams.

**Managing Conflict: Strategies and Challenges**

Greg and Igor discussed the complexities of conflict within teams, with Greg sharing their experience and strategies for managing discord. Greg emphasized the importance of understanding power dynamics, providing coaching and feedback, and attempting to understand the other person's perspective. They also highlighted the challenges of balancing objectivity and support, and the importance of expressing empathy when disagreeing with someone. Igor shared their experience of trying to help a direct report dealing with personal issues, and learned the importance of empathy and understanding in communication. Greg also discussed the importance of different modes of listening, potential pitfalls of problem-solving over brainstorming, and the concept of escalation in conflict resolution. They suggested that if a manager is not supportive, it's important to know one's limits and consider finding a different team or having a direct conversation with the manager.

**Building Trust and Influence in the Workplace**

Greg shared his thoughts on building trust and influence in the workplace. 

- Honesty and transparency are paramount, with consistent actions over words. 
- Listening attentively and empathizing with others can help establish trust quickly. 

Greg also underscored the significance of documentation for accountability and avoiding circular conversations. They further discussed the involvement of politics in management roles, explaining that it's less about merit and more about relationships and perceptions. They clarified that healthy politics involves branding/reputation and accurately communicating achievements, rather than manipulating facts.

**Managing People and Avoiding Burnout**

Greg discussed their approach to managing people who don't read documentation, emphasizing the importance of empathy and support over shaming. They suggested providing opportunities for people to catch up, followed by a conversation if the issue persists. Igor then asked Greg about handling workload and avoiding burnout. Greg suggested contextualizing the effectiveness of meetings and encouraged individuals to assert agency over their time by choosing not to attend wasteful meetings, prioritizing their own work.

Further questions and discussions are on the [AMA thread](https://www.jointaro.com/question/CdPjNOXvU882180yzs6R/im-greg-ex-googlenetflix-current-director-at-disney-ama/).

I am an L4 engineer with decent knowledge of my team's stack.

What are some actions I can take to meet expectations in my current role for the next few years, while minimizing the amount of time I spend on work?

Given that I'm not shooting for a promotion, does that change how I should approach relationship building with senior folks on the team? There is a lot of advice on Taro about relationship building, but it appears to be aimed at folks who wish to promote quickly.

How do I meet expectations while minimizing hours worked?

I'm in the process of transferring teams right now.

What topics should I discuss with my new manager in our first 2-4 1-on-1s?

Topics that come to my mind:

- Working styles
- Strengths, weaknesses, interests
- Career goals
- Onboarding expectations (30/60/90 days)
- The team's mission / goals / KPIs
- Things on the manager's top of mind
- People to meet with / get to know

What should you talk about with your first 1-on-1s with your manager?

I am a new grad Software Engineer who has completed 6 months ago. There's a lot of internal tech stack and plenty of codelabs. Lately, I have realised that I am not prioritising learning about the stack my team uses (but I do not currently use directly). 

I understand it would be helpful in one-off occasions when I have to interact with a new part of the codebase or during on-call, which I am expected to begin soon. However, I always end up prioritising my current work that I have in hand. (It is also because of the fact that I find the codelabs pretty slow and boring)

How should I prioritise learning new things? I remember Rachel's video where she said she spends 20% of her time learning new things and that seemed like a good strategy to me.

How should I set time apart for learning new things?

I have been working at FAANG companies for 5+ years and would love to consider changing my industry to algo trading / hedge fund firms such as Capital, Jane Street, etc. I heard these companies offer amazing compensations and learning opportunities.

I was wondering what is the best way to break through the industry? Any tips or learning experiences for those that have undergone this transition?

Thank you

How to break through algo trading/Hedge funds firms

I've two engineers who report to me, and both are average and one is towards PiP. The problem is they don't listen easily get influenced by other engineers and frequently change what I've asked them to do. \
I'm now angry because the pile of feature requests are piling on me, I tend to do some work for them but this really not at all productive for my career, like managing, I rather behave like an IC altogether, because I want to learn and do my own stuff instead of getting caught in these bad situations that makes me angry. \
\
What is the right way to handle these stuff from leadership point of view? How much involvement should I have?\
\
I'm currently equivalent of Google L4 in my org but I want to move towards L5  

How to handle Junior Engineers who don't listen to you? 

Demystifying LLM Benchmarks -- How To Compare Large Language Models?

In the recent launch of Google's Large Language Model (LLM) Gemini, Google claimed that "Gemini beats human level performance on MMLU" but you might be wondering:

- What are the different evaulation criteria? Massive Multitask Language Understanding (**MMLU**)? General Language Understanding Evaluation (**GLUE**)? **HumanEval**?
- How can we know which model is good at coding tasks?
- What is considered "human-level performance"?
- How do they actually get the results for these benchmarks?

In this talk, Sai breaks down all the benchmarks you need to know to be better informed when papers claim to beat benchmarks.

The next paper reading session is on January 8 at 5pm: [**https://www.jointaro.com/event/paper-reading-group-4-mistral-7b/**](https://www.jointaro.com/event/paper-reading-group-4-mistral-7b/)

**Your host:**

[**Sai Shreyas Bhavanasi**](https://www.linkedin.com/in/b-sai/) has worked in Computer Vision and Reinforcement Learning and published 2 first-author papers. He has also worked as an MLE and Data Analyst.

When I build something, I get the task done and then move on. However, I feel the best engineers are able to create deeper value. If someone has a question about that topic in the future, they make the info easier to find. So everyone benefits from this resource first, before pinging the engineer.

How can I accomplish things such that it leaves longer-lasting value?

For context, I work in a tech lead role where I am often making recommendation to my manager regarding the projects coming down the line. The EM has the final say on this, but they respect my opinion on this matter so I don't want to mess this up. 

I also have 1:1s with my teammates whom I am responsible for about their career growth goals. My teammates are all the same eng level, but have different levels of competence and desire to learn. 

Additionally, I also know it's important for me to leave some room/ambiguity in project investigation stages to allow folks the space to grow, while it's also important for me to take on some challenging work and help our team deliver more quickly. I guess my question is really 2 parts:

1. How do I choose what to delegate?
2. How do I choose who to delegate the work to?

How do I choose who works on what project, and what to work on myself?

I just joined a new team within a Google Infra team and have been attending many team meetings and architecture planning discussions. I’m very quiet in these meetings and don’t feel comfortable saying anything - I’m afraid I’ll say something stupid, or I’ll be exposed as someone who shouldn’t be a senior engineer.

I have anxiety when speaking up in meetings - how do I overcome this?

Hi my software engineer friends,

Want to ask what is the requirement for design skills at different levels.

I am a software engineer, and for each project I always write a design doc, most time I am listing different options for some implementation. But that is mostly about different ways of data flows, the pros and cons of each data flow. It is not related to design patterns, nor architectures, but it seems enough to move on with my project and team is generally OK with design doc like this way. To make a good design, I feel right now it is more about context, about familiar I am with team's tech stack and all the data flows, and make good judgement about how to implement something.

I also have that in mind "do not try to apply design patterns for the sake of applying it, use it organically".

So a few questions I have

1. Is it normal that in software engineer's daily job, the design is just about how to implementation something? Or I need to try to apply any design pattern or architecture? Is the general design concept same as object oriented design? Want to see am I under design stuff or I am overthinking about this
2. How to you learn the design skills, especially to the space of web application?
3. Any books recommended for designing web apps?
4. What is your opinion about design skills at different levels?
5. Do you think design is the core skill of a software engineer?

Design skills for software engineer at different levels

What concrete things do I say, in a conversation with my manager to "set expectations"?

Do I say something like "I would like to \___\_ expectations this quarter, is it sufficient to complete project A & project B?"

What if I am new to the company, and unable to contribute meaningfully to a significant project, or there is downtime when no projects are available?

Can I say I'll fix some unknown volume of bugs this quarter?

I joined this new team in October and I'm finding it hard to demonstrate velocity as an entry-level developer. I'm sure this has been discussed before on this thread but what are some sure-shot things to do to increase my commit count?

I know this isn't the healthiest way to approach things but commits and reviews are the best way to demonstrate impact at the L3 level and I'm trying to maximize my impact until the end of this year.

How can I add code quickly? e.g. Add extra unit tests for edge cases, add logging statements, etc.

How can I demonstrate velocity as an L3 transfer hire?

Paper Reading - Gemini: A Family of Highly Capable Multimodal Models

Paper Discussion led by: [Akshika Wijesundara PhD](https://www.linkedin.com/in/akshika/)

Abstract: Google researchers recently unveiled Gemini, a ground breaking family of multimodal AI models capable of understanding and reasoning across images, audio, video, and text. The largest Gemini model, Ultra, achieved human-expert performance on several benchmarks and advanced the state of the art across a range of multimodal tasks.

In this paper reading, we will discuss key details from Google's paper introducing Gemini models. Topics will include:

- The Gemini model architectures and how they achieve cross-modal understanding
- Performance benchmarks and state-of-the-art results across text, image, audio, and video tasks
- Applications and use cases enabled by Gemini's multimodal reasoning
- Approaches to responsible deployment of large language models like Gemini

This paper provides a comprehensive overview of the exciting new capabilities of Google's Gemini project. Whether you're an AI researcher, engineer, or simply curious about the state of the art in multimodal AI, join us for an in-depth look at this new model family.\
\
Paper link: [**https://arxiv.org/abs/2312.11805**](https://arxiv.org/abs/2312.11805)\
Event link:  **[https://www.jointaro.com/event/paper-reading-gemini-a-family-of-highly-capable-multimodal-models/](https://www.jointaro.com/event/paper-reading-gemini-a-family-of-highly-capable-multimodal-models/)**

My first team didn't work out for me. I was there for less than a year and got the poorest rating, was set up for a PIP. Somehow I made a transfer at the last moment and survived. Certainly, it was the most difficult phase of my life & I am quite grateful to my new team. Now, I'm already in the new team for less than a year and got an average rating last time. The rating was partially influenced by previous manager as I spent almost half of my time there.

Currently working on multiple projects at the same time and grabbing almost whatever task is offered and somewhat gained trust I believe. But the quality of those tasks are not too much complex rather modular & takes more time. I can keep on doing this way but not sure what is the right thing to do. The team is relatively new. Recently started a promo discussion humbly and not pushing it. Manager's review is I'm operating at L3.6 now.

Now,

- What might be the mental model to forget the past?
- Sticking around for almost two years now, what might be the correct time & way to reach Next Level?

How to move on, grow skills and operate at L4 Level

Paper Reading - Attention is All You Need

Paper Discussion led by [Mandar Deshpande](https://www.linkedin.com/in/mandardeshpande1995/)

"Attention is All You Need" is a seminal research paper published by researchers at Google in 2017, introducing the Transformer model. The paper revolutionized natural language processing and machine translation by proposing a new architecture that relies solely on self-attention mechanisms, eliminating the need for recurrent or convolutional layers.

This paper and the Transformer model it introduced are crucial in the context of Large Language Models (LLMs) for several reasons:

- Parallelization
- Long-Range Dependencies
- Efficient Attention
- Mechanism Pre-training and Transfer Learning

We will be discussing the internals of the Transformer architecture which will help guide our journey into the LLM space.

Paper link - <https://arxiv.org/abs/1706.03762?ref=blog.oxen.ai>\
Event link - <https://www.jointaro.com/event/paper-reading-attention-is-all-you-need/>

I've been a Data Engineer for most of my career and my observation is that scope as a Data Engineer can plateau and therefore I see a lot more L4/5 DE's than L6+. I think it is because you don't impact the bottom line directly *and* regularly.

At FAANG's I've worked at so far, finding new scope can be difficult even when you are working with stakeholders: it is "easier" to scope/build a product (i.e. SWE work) and show metrics of success to add value vs building a data pipeline which may be limited to them having a reporting need for example which often isn't the case especially in a more established firm.

I moved into a partner facing DE role to help more with scope/stakeholder exposure. The highest impact project I worked on so far is influencing an internal team to change the way we measure a particular metric. This involved mostly stakeholder management and nothing more complex than SQL queries from a technical standpoint. While it was fulfilling, this is also something I 'stumbled' upon and is rare due to challenges like partner scope/vision is limited/slow (their leadership can change and therefore you projects/ideas can), technical challenges of automating things because of larger concerns (e.g. privacy, lack of infra on their side which you have no control over) and so on (you generally have even less control than an internal DE).

In my current role, I am generally able to derive projects, but (in my opinion) they are limited in scope/value: i.e. build a pipeline, deliver an analysis. Therefore, even though the projects 'ticks the boxes' for an L5, it is not really driving a 'transformation' as an L6+ would. I also directly asked my manager what are some of the hardest problems we have, and have been told we have a lot, yet, I'm not hearing or seeing them.

Given the situation, would you:

1. Move to a SWE role internally at FAANG for a more established path 'up' (not sure this resolves the scope problem especially at FAANG as I think SWE-DE's can almost be even harder to get to L6+ on because they generally lack stakeholder visibility and focus on more top down work?).
2. Seek roles outside of FAANG where the scope of the work is already scoped to L6+ e.g. Airbnb so the 'heavy lifting' has been done in terms of scope.
3. Refine your scoping strategy within you own team, and if so, how?

Note: my motivation is to thrive at work, this isn't for a promo, just incase the post comes across as promo-focused. :)

Finding more scope internally vs. swapping company

Ship & Grow 500k+ User Side Projects [Part 14] - SEO

When it comes to getting traffic, a lot of it comes down to being in the good graces of a single FAANG company. This lesson teaches you:

- What SEO (search engine optimization) is
- The many ways you can waste your time with SEO
- An incredibly simple way to understand how to succeed at SEO
- The most straightforward, highest leverage way you can boost your SEO
- How to organically generate more web pages for your product, explained with an in-depth example

This is the only SEO tool you need: <https://search.google.com/search-console/about>

I just got promoted to senior engineer level (E5) at Google and I just switched into an infra team 2 months ago. In order to succeed as a senior engineer, I know I need to mentor and influence other engineers, specifically helping newer and more junior folks on the team. 

How can I do that quickly, acknowledging that I’m not their direct manager?

As a tech lead on a new team, how can I build influence among the junior engineers on the team without being their manager?

Hi folks, I have roughly 2 weeks to prepare, I wanted to know thoughts on what should be my plan to give it my best shot?

Main Problem that I am facing right now is implementing a solution correctly.

I'm thinking there are a few options:

1. Get a role on an AI project/team (internal transfer), learn AI specific engineering expertise on the job (not research)
2. Do part-time masters, land a role in AI research
3. Self-learn, land a role in AI research

How would one pivot to AI research or engineering as a generalist SWE?

New Grad Software Engineer AI/ML at Taro Community

Hello, I am a recent graduate with a background in Software Engineering and Artificial Intelligence/Machine Learning. I have Amazon’s final virtual interviews, consisting of four rounds, in 10 days, and Google’s final virtual interviews, also comprising four rounds, scheduled for early November. Although I passed the online assessments for both companies, I am not at all confident in my upcoming interviews. I have realized that my Data Structures and Algorithms (DSA) skills, as well as my proficiency in Leetcode, are quite very rusty. There have been times when I struggled to solve many of the Leetcode problems.

I am currently using Neetcode to practice DSA and advanced algorithms, but I am feeling demotivated about tackling these coding problems and breaking into MAANG, despite having secured interview opportunities. I would greatly appreciate any advice on how I should approach my preparation if I were to start over from a beginner's perspective.

For Amazon’s interview, I have been following a 1-to-0 approach rather than a 0-to-1 strategy—focusing on reviewing solutions, understanding problems, and recognizing patterns using Neetcode and *Grokking the Coding Interview*, rather than actively solving the questions. With only 10 days remaining, how can I enhance my performance under pressure and prevent freezing during Amazon's coding interviews? Additionally, how can I sustain this momentum for Google’s interview preparation?

Thank you for your time and guidance.

Cracking Amazon and Google Interviews: Seeking Expert Advice for Last-Minute DSA Prep

What would you recommend if you run into a problem where you do lay out a high-level implementation and approach, but once you're in the code writing phase, you either come up with new edge cases or possibilities and then end up second-guessing yourself and going down a rabbit hole? The same question can also be extended to mistakes. Given how competitive the market still is for software engineers, it feels like the margin for error is lower than ever. Before, you could be more collaborative with the interviewer, but nowadays, it feels more of a lone-wolf activity, and sometimes even adversarial based on the general pressure to find that unicorn engineer.\
\
This was a question I wanted to ask Edbert, but I had an obligation that took me away from his talk.

Dealing with Mistakes, Pivots, and Panic Moments on interviews?

My team is a fairly distributed team, so I've setup monthly 1-on-1s with everyone to help build up relationships.

For 1-on-1s like this, what strategies do you use to build strong relationships quickly?

Most resources on 1-on-1s focus on ones with your manager. But I feel like there's a difference here.

How to have productive 1-on-1s with peers

List of companies besides Google that you’ve heard respond well to accommodation requests for testing anxiety / neurodivergents / ADHD ? (e.g. more time for live coding interview, flexible with breaks, headsup on question 1 hour prior to interview, etc.)\
\
(Updated with list of companies with good and bad reputation for accommodations)

### Good

- Google
- 1Password
- CleoAI

### ~~Bad~~ Needs improvement

- 

Accommodation requests for live coding testing anxiety

I'm currently working on one of my KR tasks, and have pockets of time available as the project involves cross-time zone communication at this stage. My manager wants me to focus on another KR that I have been planned for in Q4. This project is an important part of my manager's project that he started when he was a TL.

My skip manager wants me to focus on a non-KR task of increasing the scope of our team in a different project. If I manage to increase the scope of this project, I can change my KR to this new task in Q4 and lead the whole project is his rationale. I'm confused in this situation as to what to do?

Handling conflicting priorities between manager and skip manager?

I’m currently working as an L4 Machine Learning Engineer at a mid-sized public company, and I’ve recently finished L5 SWE interview with Google and am now in the hiring committee stage. The recruiter told me that my interview performance was mixed, so the chances for L5 are small, but L4 is possible. According to [levels.fyi](http://levels.fyi), I’m expecting around a 20% salary increase (and, of course, Google’s other benefits are much better than those at my current company). However, the new position is for a SWE role working on hardware products, which involves writing C++, a completely new technology and field for me.

**Reasons for wanting to stay:**

1. I have a good relationship with my manager and teammates, and the work is more interesting and aligned with my strengths. If possible, I still want to continue working as a Machine Learning Engineer in the future.
2. I’m working on software side projects and writing a blog, and I’m worried that after joining Google, these external projects might be restricted.

**Reasons for wanting to leave:**

1. Better salary and benefits, and a higher salary ceiling (it’s almost impossible to reach FAANG L5-level salary in my current job).
2. I was previously a Googler, so I’m familiar with Google’s culture (though I was laid off in 2023).
3. I have a poor relationship with my current skip manager. We have many technical disagreements, I don’t adapt well to his management style, and he has a negative impression of me.

This position is not in the U.S., so the chances of being laid off again should be lower (but who knows).

How should I evaluate these two options?

And, since my skip manager has a negative impression of me, should I actively look for other jobs, even if it's not Google?

Should I join Google for a higher-paying job but less interested in?

Incoming Mid-level engineer [L4] at Google

What are the common failure modes you’ve seen for new engineers at Big Tech cos, where they had to quickly exit the company due to bad performance?

What are common failure modes you’ve seen for new engineers at Big Tech companies?

Hey everyone, I’m right now exploring breaking into Big Tech and want to determine if[ ](http://formation.dev)[Formation.dev](http://Formation.dev) is for me :).

Background:

- BS in CS (2022), 1.5yr SWE at Series B YC startup ($150M)

- Left Jan 2024 for break, explored GovTech/startup ideas

- Pivoted to Big Tech goal (Nov 2024)

- Completed 150+ Leetcode, 26 mock interviews on TryExponent

- Did 5 startup interviews Jan 2025 (rejected) - realized startups need different prep & chose Big Tech.

Along the way, I’ve tried creating interview prep groups but that failed.

Current state:

- Formation TIRA score: 525/1000 (could pass easiest tech interviews at JP Morgan Chase)

- Have referrals at Meta/Stripe/Google/Microsoft

- Got and failed Uber L4 first recruiter screen (7/18/24)

- Solo prep isn't working well[ ](http://formation.dev)& I’m clearly not at a level to pass any Big Tech interview.

My main priorities rn:

- Find a community. Interview prep alone is tough & feels inefficient.

- Have accountability to level up.

- Have real-world challenges (such as mocks interviews with real Big Tech engs)

- Know what to work on.

Spoke with recruiter and [Formation.dev](http://Formation.dev) offers:

- AI-generated DSA exercises

- Weekly small group interviews (5 people) with industry eng

- Weekly 1:1 mocks with staff eng

- Job recommendations

- Daily manager check-ins

Cost: $5k upfront + up to $15k ISA\
\
Worth it or not:

- Alex said: “So [Formation.dev](http://Formation.dev) is one of the better interview bootcamps out there. They have results, and the founders are legit. However, their results have definitely dwindled in this market, *especially* among junior engineers.”
- My current thinking is to do the 7 day free trial and just see how it goes.

Questions:

1. Given the 2025 market, is[ ](http://formation.dev)[Formation.dev](http://Formation.dev) generally worth it? How about given my situation?
2. Is the cost ($20k total possible) concerning?
3. What Big Tech level should I target? I received a L4 recruiter interview at Uber (7/18/24) and failed the recruiter call so that makes me a bit confused.

Is Formation.dev Worth $20k for a Startup SWE Transitioning to Big Tech?

I am actively interviewing for companies and passed hiring committee for Google but there are barely any headcount. I have received some good competing offers and I told my recruiter I have some deadlines coming up. That has not sped up the process and my recruiter isn’t especially communicative after I told him I wouldn’t mind expanding the product area for team match. Should I just accept a good competing offer and come back to team match while working that other job? Also, does anyone have experience finding a new recruiter at this stage? I don’t feel like mine is particularly invested in advocating for my profile despite passing hiring committee.

I’ve only worked at startups and non-tech companies, but I’m joining Google next month. How can I make sure that I meet all expectations as an L4? When it comes to talking to my manager, how should I frame the conversation?

- Just ask something generic like “What are my expectations as an L4?”
- Ask for more specifics like how much code to write

I’m concerned that I’m not socialized correctly to operate in a Big Tech company.

Senior Software Engineer [SDE 3] at Amazon

I would like to interview for a staff software engineer position at google. Can someone who has been through the process shed some light on the preparation plan How much coding versus system design versus behavioral questions to expect? What is the best way to prepare for the interview.

How do I prepare for a Staff Software Engineering position at Google

When I first entered the ML field 10+ years ago, classical models such as SVMs and Random Forests were used, and it seemed like there  more "deep" modeling problems to tackle. At Google it seems like unless you work on a core LLM team (such as DeepMind), a lot of ML work involves using pre-trained LLMs by prompt tuning (or occasionally fine tuning them) and managing data pipelines. It seems less common to be writing code to manage tensors, these days. I still enjoy my role very much, but I'm curious: what are ML roles like at other companies?

What are ML engineering roles like these days?

Entry-Level Software Engineer at Taro Community

I’ve recently been applying to various jobs, just in case of an unexpected layoff (**golden parachute**). Lately, I’ve been motivated to upskill as a developer. I’ve now reached the two-year mark at my company. After the reorg, I have a new manager, team, and director, and I really like this team. My performance over the past six months has been better than it was with my old team. Recently, Google reached out to me for an interview, but I haven’t really studied data structures and algorithms (**DSA**) due to work. My performance hasn’t been great, and now I also have a phone interview with Meta. 

On the plus side, my company's stock has surged, and we’ve received bonuses, raises, and promotions. In my last 1-on-1 meeting with my manager, he told me I should be more independent and that my performance is great (**hinting at a promotion**)—fingers crossed. My family and friends are encouraging me to interview with both Meta and Google, but I don’t really want to leave my current company.

Trying to get a promotion? (Leave or stay for potential promotion?)

My manager had assigned a mentor for me on my team to help onboard me. My assigned mentor asked me about what timing works best for me and I told them I gave them full discretion around timing and cadence since my calendar was basically completely open compared to theirs. By the time we had our first 1:1, it was a 15 minute time-slot right before our daily standup. We would have these mentoring sessions \~2x a week for a few weeks before these mentoring sessions just fizzled out and stopped completely. 

Now my manager is urging me to continue these mentoring sessions with the same assigned mentor citing that the reason they fizzled out was because my mentor "was not sure whether I wanted to continue the sessions and was waiting for me to set up more sessions if I was interested" even though I had expressed enjoyment of the sessions we have had thus far. 

Should I be proactive here in reengaging my assigned team mentor and scheduling mentoring meetings with them? I wouldn't mind having a little more time than 15 minutes per session and in a different timeslot than right before standup, but I respect that it is tricky considering the mentor is remote and in a timezone 2 hours behind the rest of the team. I also wouldn't really know what to proactively ask them for during these sessions beyond typical work questions as part of working with them on the same team. How proactive should I be here?

Should I continue being a mentee with my assigned team mentor?

My sub-team was 3 people (an L5 tech lead, an L4 engineer, and me), but now it’s just me since the others left. My manager is hiring other people in the coming months. 

How can I best onboard the new people and set myself up to lead the team?

How can I position myself as a lead as my team grows?

Hey :)

A colleague of mine suggested talking with my manager about comp. planning at the end of the next performance cycle saying something like:

"Hey now that perf has wrapped up, I know you’ll be going into comp planning. Should there be any funding that could be applied in my situation, here are my for which bucket it goes into (base salary, GSUs, bonus). "

They also said that they always have this discussion with whoever is their manager each year.

What do you think about this tip? Do you have any other suggestions?

Thanks!

How to get the best outcome out of comp. planning conversations?

Security teams are typically infrastructure teams rather than product teams. Security teams make changes to existing products to make them more secure, which are usually trivial changes, not intellectually stimulating. 

The interesting part is the planning happening before. For the first few months at Google, I did routine security fixes, which was boring but impactful. Then I found a project that allowed me to develop a more complex system for about 2 months, but that project has shipped to production and has concluded.

I am working actively with my manager to find projects that would allow me to write more complex software that will also help me grow technically. So the question is: how do I find these projects?

What I am doing now: stay up-to-date on new threats and what other security teams are doing at Google to see if I can draw some inspiration from them.

How do I find complex projects that are technically interesting?

Google is an American multinational technology company that focuses on search engine technology, online advertising, cloud computing, and much more. It is considered one of the Big Five technology companies.

Best practice on Second brain / Note Taking

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