Mid-level Engineer Career Development Videos, Forum, and Q&A

Hi all. I suck at following deadline. Every time I signup for some task, I end up either being a mediocre or finish it late passing deadline. I want to come out of this vicious cycle. Please don't suggest things like set timer, break big tasks to small tasks, use calendar all those. It doesn't help me. Please suggest some practical solutions that can be followed. TIA

Hi Taro Community,

I’ve encountered an interesting situation at my company, where I was the sole member in India until recently. In March, we hired an internal manager in India, whom I now report to. In our latest 1:1, he mentioned that I wouldn’t be assigned direct coding tasks possibly until September or October. For now, my work involves renaming elements within the codebase, and while I understand the rationale behind these changes, I’m missing out on more substantive coding work.

Given this context, I’m seeking advice on how to proactively engage with and understand our codebase. Without being assigned direct coding tasks, what are some effective ways to delve deeper into the code, learn its intricacies, and prepare myself for future assignments?

• Should I take the initiative to review and study different parts of the codebase independently?
• Could I propose small, self-initiated coding projects to demonstrate my understanding and initiative?
• How can I use this time effectively to ensure that when coding tasks are assigned, I’m fully up to speed and ready to contribute meaningfully?

Any tips or shared experiences on how to navigate this period would be highly appreciated.

Thank you for your help.

Hi Taro Community,

I’ve often come across the term ‘Pair Programming’ within discussions here and in the broader tech community. However, I realize that I may not fully grasp the various contexts in which this practice is applied. Could anyone shed light on what Pair Programming entails and how it might differ across different settings or scenarios?

Specifically, I’m curious about:

• The essential elements that define Pair Programming
• Variations in approach when it comes to Pair Programming in a remote vs. in-person environment
• The benefits and potential drawbacks of this method from your personal experiences
• Situations or types of tasks where Pair Programming is particularly effective or, conversely, not recommended.

Understanding this could greatly influence how I collaborate with my team and contribute to our projects. Any insights or personal anecdotes on this subject would be greatly appreciated.

Thank you for your help.

I had an interview with a Big Tech company last week. The Hiring Manager told me that he had 2 spots open on his team, one mid L4 and one senior L5. He then asked me what role I wanted to be in. I waffled a bit, but then said the L4 role. I genuinely believe I'd rather be in the L4 role since I've never worked in Big Tech before.

I'm assuming I made a mistake in answering the question though. Similar to how you should never give the first number when asked about comp expectations, I'm assuming the right answer to a levelling question is something like "I'm looking to contribute at the highest level I can".

I imagine this response is the better response for 2 reasons:

1. I might be able to get an L5 role and operate at that level, even if I don't feel that way

2. If they think I'm going for L5, they might give me L4 as consolation, whereas if they think I'm going for L4, I might end up with nothing. This is the "shoot for the moon, land among the stars" strategy.

Can people confirm my thinking is accurate?

Every year, there's a mandatory compensation one on one with my manager. I find the session mostly informational and it's not really a bargaining / negotiation process. Usually when the compensation conversation happens, the performance review was set in stone a few months ago. There's limited things a manager can do.

What do you ask during the compensation discussion? The nitty-gritty of compensation of my current company is thoroughly discussed over different forums and there's more information over the Internet than what my manager could officially tell me. Should I just quickly close the comp one on one to save time for both of us?

Hello! Are there any websites to assist with evaluating startup offers (e.g. salary and equity)? Pave and Carta are focused on providing benchmarks for the offer-givers, not the offer-receivers. seems interesting, but I'm not sure how much I can trust it?

Is it possible to just use Pave / Carta without paying for it?

Thanks!

Interviews typically comprise two main elements: DSA and behavioral assessments. Both demand practice to excel. Reflecting on my own journey, I vividly recall struggling with initial DSA rounds during college (lol I failed to reverse a linked list). However, through some practice through the years, I've significantly improved (one recent interviewer said something like I used up their followups and that didn't happen so often). Nevertheless, I still notice a disparity in my head when solving technical problems in live coding scenarios compared to when I'm quietly practicing on leetcode. The pressure of performing in real-time often induces anxiety, brain fog and being stuck when there's a bug. I believe additional practice could mitigate these challenges.

Needless to say, behavior & system design need practice as well. I also tried to sign up to be a interviewer of my company to practice from the other side, but there's not a lot of hiring happening.

I think currently the biggest efforts is to find the companies that are giving interviews.

Which companies are hiring / best for practice? I also heard you can interview with multiple teams in TikTok, which make it a perfect practice land.

What thoughts do you have?

Hello, I have 3 years of experience and I'm an SDE II at Amazon. The Q1 promotion results are out, and I'm surprised to see many fast-track SDE III promotions. It seems to me that when the time is right and stars align, SDE III promotion can be quick, and if you stay in one team long enough, it wouldn't be hard to get to SDE III.

80% of my team are SDE IIs, and I don't see my possibility of SDE III promotion in the next 2 years unless:

1. I find some big opportunities that bring huge revenue to the organization
2. There's a major reorg, and I'm assigned to a new team, and the new team expands
3. My current team shrinks for some reason, I stay, and my team grows again. Interestingly, my team's senior manager and 2 senior engineers actually fall into the third bucket.

What do you think? Should I just relax, keep pace, and grow my skills, hoping for a promotion by job hopping when the market recovers?

I joined Amazon for my first tech job as an SDE I and was able to promote to SDE II after 1 year. Fast forward to 9 months after promotion, My onboarding buddy who has been here ever since the team was founded is leaving. I ended up being the SME for one of the team's projects that makes a lot of $$$, which means a lot of eyes are on it. Although we do have a couple SDE IIIs on the team, they've been more focused on other equally important projects and don't have too much knowledge on this one. I'm starting to feel the weight of the extra responsibility as I often get pinged for escalations, have a lot more say in meetings, and invited to meetings for the roadmap of this project. There was also a recent reshuffle in the Product side and I've become their go-to guy for anything related to this project.

Having joined the industry less than 2 years ago, I kind of feel like things are really moving fast and I'm a bit overwhelmed to be honest. I was still thinking on how to increase my technical depth after promotion, and I'm not even sure if this is a good situation to be in or not. But at the same time, I do want to overcome this and perhaps turn this situation into a growth opportunity.

In my forte review, there were many comments on the expectation of me evolving into a mature leader for the team and this feels like an opportunity to work on that. I'm kind of confused on what direction to take at the moment. What would be some things I can do to make the most of this opportunity and grow my leadership skills? I feel like before all this happened, I was focusing on growing my technical skills and didn't really pay atttention much to the leadership side.

This might be a vague question, so I just wanted to see if anyone has been in this situation and have any advice on how to best navigate this or share similar experiences

Any thoughts/reflections/lessons from the recent incident?

TL;DR of the incident (generated by LLM and verified by me)

The xz backdoor news refers to a critical security vulnerability discovered in the XZ Utils, a widely used compression utility in many Linux distributions.

This vulnerability, identified as CVE-2024-3094, was found in versions 5.6.0 and 5.6.1 of XZ Utils.

It allows a malicious actor to bypass SSH authentication and gain unauthorized remote access to Linux systems.

The backdoor was introduced by a contributor using the pseudonym Jia Tan, who had been involved with the xz project for two years.

The discovery of this backdoor has raised concerns about the potential for other undiscovered backdoors in earlier versions of the library and the implications for the security of Linux systems that rely on this utility.

The backdoor was first detected by Andres Freund, a Microsoft engineer, who noticed an unusual delay in his SSH login time, which led him to investigate and uncover the malicious code in the xz utility tarball used in Debian installations.

The malicious code was designed to interfere with the authentication process in SSH, a protocol used for secure remote logins, allowing unauthorized access to the system.

This vulnerability has prompted urgent responses from the Linux community, with distributions like Fedora, Debian, and openSUSE advising users to update their systems or revert to uncompromised versions of XZ Utils.

The incident has highlighted the importance of vigilance and collaboration within the open-source community to identify and mitigate security threats.

It also underscores the potential risks associated with upstream supply chain attacks, where malicious code is inserted into widely used software components, affecting numerous downstream users and systems

On most projects that I worked it was enough to have a high-level of how the higher picture of the code works and for the most tasks it was enough to copy paste and adapt existing code and for debugging it was also enough to have grasp the high level image.

However, I worked only on maintenance projects, that weren't very innovative. In order to have the chance to work on a good project how well should I know the tech stack?

For example for the stack: java/spring/elasticsearch/kafka/AWS, should I know the newest annotations or how the framework works under the hood, and probably be able to extend the framework, how to debug machine on VM etc?

Is there any sort of metric with respect to how in depth you should know your tech stack? Because in order to write code in a tech stack you don't need a lot of time to learn if you know the basics, but to write state of the art code I feel like you need years.

In the middle of the hiring process I decided to review the company I had applied to in Glassdoor.

The reviews were very demotivating because they all mentioned multiple waves of layoffs in the last year.

By the time I read the company reviews in Glassdoor I had already had 3 interviews: phone screen, technical interview (leetcode) and system design interview. I performed excellently in all of them. The feedback from the interviewers and the recruiter was really good.

In my last interview with the hiring manager, everything went perfectly until it was my turn to ask questions. I could almost tell he was about to offer me the position. This was the question I asked him:

"When was the last wave of layoffs at <company>?"

He was surprised; I could tell by his facial reaction.

One week later, the recruiter sent me an email with an absurd reason for why they decided not to extend me an offer.

Do you think that the question I asked was the sole reason for my rejection?

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.

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. :)

When it comes to software engineering or landing out features or doing tasks I feel I excel in them but when it comes to showing my task to a wider audience I don't think I do a great job at it. Does anyone have any tips on how to do effective demo of your work?

I'm specialized in mobile engineering anything specific to it would be very helpful.

I am at the final stage of a interview with the CTO of a startup.

All my interviews were scheduled via an automated system on their end and hence have no method to contact a recruiter or anyone from the said company. The interviews till now followed a “big tech” process with tech phone screens, system design, etc.

This final interview is for 30min and i am guessing its going to be behavioral and some “getting to know each other” type of thing.

What are some questions i can ask to show I'm interested in the company and the role. But, at the same time i want to understand their long term plan (think 6 months, 1 year and forward)?

A side question: Should i keep interviewing for public companies? Given I'm on a visa, but the tricky situation for me being that my current employer will be undergoing a layoff in the last week of April. If i do end up getting an offer from this startup should i still be looking out for jobs at more stable companies? (i do acknowledge that there isn't any such thing as “stability”)? Any pointers or guidance on this would really help me out in making a final decision 🙏

Note: they are willing to sponsor visa

Looking for resources on increasing your team's / peer's productivity. I thought I've seen some videos / posts in the past about this and wanted to brainstorm some ways I can boost the productivity of those around me.

I have 3+ years in the industry and have been privy to layoffs since 2023. I wish to understand how you view/process these layoffs and is the current situation unprecedented or just a sine wave occurrence in the industry.

I have 3+ years of coding experience, primarily in Java, and working in a Fintech startup. The backend is primarily powered via Spring Boot here.

I heavily use Gen AI services like ChatGPT & ClaudeAi while coding. While this has helped me learn new things, I am beginning to see a mental pattern emerge.

I often find myself generating code rather than writing it myself. Sometimes this also leads to drag, as I am left explaining the context to GenAi. The pro is that I perhaps get a more optimal, finetuned code leveraging the large language model's knowledge capabilities.

Is that an optimal path I am headed for? Or should I introduce an emergency tweak in how I work to better my career as a stronger, confident software engineer?

Thanks.

Aside from LC questions, what do interviews for senior mobile roles (L5 equivalent), specifically iOS Engineering, look like at FAANG-like companies? If they are system design heavy, are there resources for mobile specific system design questions, since most of content out there is geared towards web system design?

How can I best prepare for these interviews?

Thanks!

I am a 15 year experienced software professional holding H1B. In my last 3 companies, I was a Senior Software Engineer. In my penultimate company, I was due for Staff promotion. Fast Forwarding, I was impacted by layoffs in Jan this year. I had 3 months to find a job in this market. I was applying and passing on my resume through all my network. Most of my applications got rejected quoting they picked another candidate. Some of my applications materialized into interviews , but I ended up not clearing (was in bad form and stress and also didn't get ample time to prepare thoroughly).

Finally, I got my application picked at a company through a referral, but they only considered me for SWE2. I explained them my experience and requested to consider me for SSE level, they said the panel will be open to it. But in the end, they ended up offering me SWE2. I took the offer as I had no choice. I was running out of time and did'nt want to risk rejecting this offer and waiting for a better offer. I took up the offer and joined, but I don't feel happy. I wish I had more time to really choose what I wanted.

I would like your thoughts on how "wise" is it to be SWE2 with 15 years experience. Would my age become a factor for further career progressions as they would prefer younger people? I am confused if I should stick to this, be patient, work smart and work my way up inside, or would it make more sense to keep interviewing and find something that I feel happy about. Look forward to helpful replies or referrals for SSE :)

I complained to my skip manager about my colleague's (their manager) code review standards, but ultimately discovered deficiencies in the quality of my own pull requests. As a result, I believe I have lost credibility. How can I regain trust and credibility in this situation?

What strategies can I employ to excel in my new role as a senior software engineer at a tier 1 tech company, coming as a mid level engineer.

I was wondering if you need to be part of a specific type of environment in order to make quick jumps in your career? Like to get promoted to senior level in 2 years.

I was asking because from my experience, there seems to be an invisible social hierarchy in every work place. Other people in the team may not allow me to make these jumps since this kind of anomaly will break the social hierarchy:

• There is project specific information, in absence of really god wikis you have to rely on the peers in the team to provide you such information (like how are specific parts in a service working, or how is an obscure internal tool working etc). From what I see, often times they will provide small chunks of information, as much as you need to do your task, but small enough such that they still have the information and you depend on them (probably a measure to prevent others from replacing them).
• Envy might appear between other senior folks if you progress quicker than them and might start to backstab you (For example, you need some information from them about a piece of code they wrote in order to progress, but they might do the knowledge transfer in such a way that it looks like they told you what you need to know, but in reality you got nothing; or might tell you to go debug to figure out how is something working, and you can spend days debugging modules when it would've been an 1 hour stretch if they simply told you or there was any wiki).
• Manager might not want to give you extra money and compensate at your true value.
• If you work too much, or too hard there's going to be problems withe the peers, because you increase the bar and kind of force them to work harder too.

I was asking these things, because I was wondering if I got anything wrong about these fast jumps or in general that I have a broken view about work. My first professional experience was an internship at a big tech and when got there the seniors told me that I have the same knowledge as a senior engineer, but best they could do was another internship next year (still in college).