I'm doing a live Ask-Me-Anything (AMA) soon: I'll use this thread to collect questions and will follow up to answer anything we don't cover within the hour.
I'm Sanjay (LinkedIn / Taro) -- I'm a Stanford grad (same as Rahul), where I got a BS in Computer Science and MS in Biomedical Informatics. I've built my entire career in the Bay Area, with the past 5 years at AKASA, an AI healthcare company to help revenue cycle teams.
I'm the Senior Director of Engineering at AKASA. I joined AKASA in 2019 as one of the first employees when we were a seed-stage startup. I originally joined AKASA as an individual contributor, and quickly switched over to management. I built much of the company's early technology as an IC and later as a tech lead / manager. I also started and managed multiple engineering teams at the company, including Platform Engineering, now an org with 20 engineers.
Happy to answer questions about:
I can also discuss how to introduce effective development processes (code reviews, agile development, postmortems, planning, etc) in early-stage companies and how to evolve these practices as a company grows.
You saw AKASA grow from < 10 people to 100s of people. At what point did the company introduce a leveling system for engineers? Who decided the levels that existing engineers would map into?
As the organisation expands, and as each layer of hierarchy adds a level of abstraction, how do you maintain the core founding mission?
What are the biggest challenges your org faces in terms of technology development and scaling, and how do you address them?
How do you assess startup equity at the founding engineer level? Is leaving harder if things don't work out in the long run?