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.
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:
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!
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.
In anticipation of my , we can collect questions here. I can also answer questions afterward.
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.
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: .
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:
I'm thinking there are a few options:
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?
I just did but we can also collect questions here that I'll answer afterward.
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:
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 .
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?
I recently got an opportunity to switch teams and am evaluating whether this is the right move for me.
To help me decide:
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.
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
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?
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.
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.
Based on Rahul's answer here, he mentions that you should move to a location where your team is based :
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?
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).
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!