Senior Staff Engineer Career Development Videos, Forum, and Q&A

Hello! I'm in the final stages of my interview process at a few companies. I heard two days ago that I'd be getting an offer from a public company and just today a Series B company said they were going to extend an offer. (I have 30 minute chat with a Series A CEO tomorrow and an offer seems likely) The Series B company today gave me their comp range for Staff, but did not make a specific offer. The recruiter asked me to come up with what I wanted my comp to be now that I know the band for Staff. It felt odd not getting a specific number.. but I suppose I can consider for the purpose of negotiation that they are offering the top of the range and I can negotiate from there? The recruiter did say I was their best interview (!) so I feel like I have a fair bit of leverage here to potentially get an offer well above the stated band.

This is a bit further complicated however by the fact that I disagree with the methodology the recruiter used to value their options & tokens. I.e. if I agreed with their valuation the TC at the top of their range is what I am targeting, but according to my calculations the TC at the top of the range is 35% too low. So I'd probably need them to double the equity/token package to make this worthwhile. The top of the range for base is also below my base target, but not that dramatically. . . more like 5%.

Am I better off asking for a Sr Staff leveling or just ask for comp that's above the band for the Staff title? I imagine bands are more strict at public companies than they are at a Series B.

Finally, I'm wondering what people think about adding acceleration & severance upon termination w/o cause as a negotiation lever. Given the volatility of the cryptocurrency market I am concerned about job security in this role, so some security that would be provided by an acceleration upon termination clause in my contract would help me swallow the somewhat low base & illiquid equity that they are offering. Do Series B companies ever provide that to non-VP/C-level hires?

Recently had an interview with big tech where I proposed a solution that was pretty much textbook From the Alex xu books. I have had similar experiences with educative. They are all undeniably detailed and great but I feel there are some edge cases that are hard to figure out unless you have worked in those systems.

Educative and Alex Xu books are not perfect representations of system design either. There are some small gotchas that a big tech experienced interviewer would catch. This also happened with cochroach db interview where this very senior engineer figured out the material I was using and asked a targeted question that he knew was a flaw in design but not discussed in educative course

So I guess the question is how do I do better ?

I have studied DDIA, alex xu books, Educative.

This is question for staff interviews for senior engineers

Hey,

I am 8 months in, and there are only two staff engineers on the team.They are pretty demeaning (I find it almost racial, and sexist) and always try and create a bad perspective of me to management. My manager had no clue what I was working on, and she asked me if I consider myself a senior engineer? (I have been a senior for half my career) Only after I was removed from that toxic person's project, I grew and management trusts me now.

I am not a newbie, I have 11 years of work ex and previously worked at a FAANG, where I got exceptional reviews. I am now in a tier 2 company now, and literally anything I suggest to them is po-pooed.

Something as simple as a suggestion to maintain a on-call log as we are ramping up on releasing a new feature, was vetoed against by these two. Our on-call is dumpster fire, with no one knows what is going on expect these two.

Since these two know the technology well, they can get away with any behavior as managers is under pressure and just want this damn feature to launch. Our team is filled with junior engineers and contractors barring a few Senior engineers and these two.

Every task while planning for JIRA starts with "oh this is verrrryyy easy". But it turns out they don't know sh*t and their estimates and providing context is setting me up for failure. I quickly got hang of it, and figured out how to reach my target in-spite of their mis-doings.

They are rude, degrading (only towards me, I find) and are each other's allies. How do I bring it up to a manager without complaining or sounding emotional (I am a women, so its easy to say, I am overreacting by these two, I DO NOT trust them).

I don't want to run away, but stay strong and prove to them and management my caliber. But this also makes it harder to grow on this team.

What is the role of Staff Engineer at a early stage startup where infrastructure is on an average setup? In terms mobile application it is standard app with migration scope to react native but there are no takers for migration at all (only product release need)

Here how can staff engineer play a role and how to deliver product and engineering goals with awareness to large eng teams?

I'm a relatively new engineer at Salesforce (been here just ~4 months), and I'm having trouble clearly understanding my expectations.

What's the ideal ramp-up/onboarding strategy for a Staff engineer at a Big Tech company like Salesforce; in particular, what should the first 3-6 months look like? Are there any specific artifacts you would expect such an engineer to have produced during this time?

I’m currently a relatively new senior engineer at Pinterest trying to get to staff engineer. The area where I need the most help is the direction axis of the next level. How can I meaningfully shape the vision for a decent project?