A startup or start-up is a company or project undertaken by an entrepreneur to seek, develop, and validate a scalable business model.
I have worked at two larger companies and two small startups (currently at one). I'm quite content with my current company and role, as I have ample opportunities for growth and a great work-life balance. However, the only factor that makes me contemplate leaving my current position is that I'm earning less than some of my peers. I'm not comparing myself to the exceptionally high-earning individuals; rather, I'm looking at other senior software engineers who are making around $400K in total compensation. Currently, I'm earning around $250K. It's important to note that I recognize my experience level is relatively young compared to those with 20-30 years of experience, as I have only 6 years of experience.
I want to think about the bigger picture and position myself in the best possible way for the future. When I discuss this with some of my peers, they suggest that I should work at a FAANG company at least once to attract recruiters from better companies. While I've always been drawn to roles with high visibility and a need for velocity, I've found that at larger companies, I tend to work at a slower pace with less visibility. However, if transitioning to a FAANG role is indeed the key to opening up new career opportunities, I'm willing to consider it.
Has anyone else faced a similar dilemma in their career? I would appreciate any insights or advice from individuals who have gone through a similar experience.
I'm a junior engineer, and I have a second-round software developer interview coming up where the format is as follows: Group technical interview with three product managers (director, senior, senior) and one software engineer.
I can't find any more information about this interview online (Reddit, Glassdoor), and the HR coordinator/recruiter has not answered my follow-up question in terms of live-coding.
The first round was a behavioral recorded video interview with nine questions, and I feel like I did not over/undersell experience.
Any tips for how to prepare for this interview or redirects to existing Taro questions with this information would be appreciated. I would be glad to provide more information as well; I am trying to manage my nerves.
I am a middle backend engineer with 2 years of experience. I recently joined a very new startup(< 2 years) where my friend is my manager. He/she is a principal software engineer with 10+ years of experience. In the team, there are 2 other senior software engineers, each is 4 years older than me with 7-8 years of experience. When my friend invited me and interviewed me to join the company, he/she said that I might not be a senior yet, but he/she's sure that I will get to senior really soon because I have a habit of learning consistently.
Even though I only have 2 years of software engineering experience, I had previous 3 years of tech experience so I already know how to navigate company politics, communication, and have that business intuition. Also, in my previous company, I was the 1st backend engineer who had to build the codebase and infrastructure from scratch, so I am pretty confident that I am not a junior anymore. However, I understand that I still lack experience and knowledge on how to build clean code and how to build reliable and fault-tolerant system, and I feel like I could learn it from my manager, that's why I joined the current company.
The 1st senior engineer is pretty chill, he/she looks like he/she is not very ambitious to get impactful projects and looks like he/she's just happy to have a job to support his family. Besides, he/she joined the company 8 months earlier so I guess he/she already has some context. The 2nd senior engineer joined at the same time as me, and he/she looks pretty competitive. I feel like he/she's constantly sizing himself up against me and he/she's always making some little undermining comments such as "Are you used to code pairing? You look like you can't code", "Let me help you use a terminal", etc. Basically these comments are very subtle and masked as jokes or him trying to help me, but I sense that he/she's actually a bit intimidated by me.
My manager has a concept of "pairing", where he/she will split the team into 2 groups, and each group will work on a project for some time and then he/she will rotate it. In the 1st rotation, I was paired with the 1st senior and I did probably 70-80% of the project, but I was happy to do it because I learned a ton and my manager, during the 1-1 said that I was doing great and he/she told me he/she felt that the 1st senior is an underperformer. Despite this, I specifically let the 1st senior gave presentation of the project to the stakeholders because I felt that he/she helped me to onboard to the company so I'm ok with it.
The 2nd senior was paired with the manager and I felt that they did project that is much larger in scope and impact compared to me and the 1st senior. It means that now the 2nd senior has much more context than me. Right now I'm being paired with my manager, and the 2nd senior is paired with the 1st senior and I feel like I'm starting to get some context, but I'm just worried that when it comes time for me to get paired with the 2nd senior, he/she will hoard all the impactful projects and context and I will be stuck with really small scope. How to avoid the "rich gets richer, poor gets poorer" scheme? Thank you
I wanted to ask how do startup interviews generally work and in what ways do they differ from interviews at Big Tech companies?
Question was inspired by . In it, he talked about how he was able to get his role at Course Hero because it was a scrappy startup when he joined, and was willing to take bets.
Do you have advice on how to find similar startups? And also connect with startup founders (and not get ghosted)?
Some consequent questions:
Thanks for any advice or help!
I've never worked in big tech or Tier 1 companies but I'm aiming to grow as a engineer and would like to know and learn how different companies make such decisions?
Could you please share an example case study here? What does the entire process look like? Thank you.
I've been working as a Sr Fullstack Engineer for 2 years at a Series B startup. I've never received negative feedback, actually, I thought everything was fine until last week. My manager told me that I need to improve my Problem-Solving skills and ask better questions, she kind of implies that I'm a candidate for starting a PiP.
I agree that I struggled in the last 2 months (they switched me to a new project where I'm the only engineer and my manager only has 20% of her time for me), it's been super challenging but I'm trying to make it work. That means that I'm putting in more hours than I should frequently, and I'm starting to feel demotivated and depressed.
Honestly, this feedback took me by surprise, as no one told me anything about my performance during the last two months, I thought that even when I was struggling, they were fine with it because it's a new project and I'm basically on my own and no one is there that I can reach out to for help.
How can I better navigate this? Should I start looking for a new job? I like my job and it would be sad to leave.
What do you think?
I've recently joined a medical robotics startup as an Embedded Software Engineer after working for four years in large organizations in the wireless and semiconductor domain. I'm grateful for the full-time role and have already started contributing positively.
I have taken the initiative in documenting processes and setting standards, which my manager appreciates. However, my curiosity about the business side led me to arrange brief interviews with all employees, including the CEO. This was well-received by the engineering team, but caused concerns with the non-engineering staff, leading to a reprimand for inappropriate conduct.
Previously, I endured a difficult experience as a contractor with non-technical managers who were dissatisfied with my work despite my hard efforts, failing to convert me to full-time. I now find myself in a better situation but am still haunted by past experiences and need guidance to navigate this new environment.
Could you provide advice on how to integrate into the startup culture and reconcile my curiosity for learning with appropriate professional conduct? How can I heal from past trauma while embracing new challenges and opportunities in my current role?
I interviewed at a big startup that recently IPO'd and was offered a staff engineer role verbally after the interview loop concluded. I've been in touch with the recruiter to get a formal offer for around 3 weeks now but it just keeps getting delayed.
Given the current economic volatility and uncertainty as well as the hard-to-measure business value of cost centre teams (like infrastructure or platform), would it be sensible to join such a team?
I recently became CTO of a small early-stage startup where I'm leading all technical efforts, including by still doing some coding, but am mostly managing other engineers and focusing on the broader technical needs of the company. Previously, I was a technical lead and IC at startups where I had led small teams of other software engineers on product development, but was more in the weeds technically/coding a lot and was not responsible for people management. I'd like to learn about resources I can utilize to further develop my engineering leadership and people management skills.
What resources would you recommend to learn more about the following:
Interested in any types of resources including blogs, podcasts, YouTube channels, or virtual or in-person communities or meetups (particularly in NYC) etc. I have some favorite resources so far, but it would be great to learn about what resources others in the Taro community find useful. Thanks!
Background: I completed my engineering degree from a tier 3 college in India and have been working as a software engineer in an early-stage startup in the UAE for the past 7 years.
I have always had a desire to start my own company, and though I attempted it twice in the past, unfortunately, those endeavors didn't succeed.
I neither have worked for a renowned company nor attended a prestigious college. Consequently, I also lack a strong professional network. This makes me wonder if pursuing an MBA from a reputable college would be beneficial for my entrepreneurial aspirations.
I spoke to the CTO of a YC startup yesterday. We had a nice, 20-minute chat, and then he said he'd send me a coding assignment to do.
He sent it right after. The assignment is to create a Django app that does some basic CRUD operations. I haven't used Django before, so I'll need to do that. I'll probably need to spend more than the 2-3 hours he said I should spend on it.
My question is, how long do I have to send this assignment back to him? I have a Big Tech interview coming up in a week so would rather study for that. Can I send the CTO the assignment a week and a half after he gave it to me? 2 weeks?
I can obviously ask him, but I'm not sure I want him saying, "oh, send it in the next couple of days." So if I don't ask, he might be fine with me sending it in whenever.
I work in as an iOS engineer. My current company is a startup that's scaling up fast. In classic startup fashion, testing was historically not a top priority here. As a consequence, we struggle with lots of manual QAing and low code confidence when modifying pieces of poorly tested legacy code.
This has improved in the past year simply by unit testing every new piece of code by default and by introducing unit tests in legacy code as we touch it, boy scouting style.
At this point, I think we need to step it up and I'm looking forward to formalising a testing strategy for our mobile team.
Here are some ideas I have:
What other testing strategies can I propose to establish some standard we can use to further improve our code confidence, reduce bugs, and rely more on automated testing?
How do the top tier tech companies approach mobile testing?
I'm a software engineer with a few years of experience. I can choose to join a Big Tech company or a well-backed Series A startup.
What's a reasonable ask for the salary when negotiating with the startup? In percentage terms, how much lower salary can I expect at a startup compared to Big Tech?
Of course, I expect to receive equity/stock options at the startup.
I'm in the processes of writing unit tests for a project that had none. At times I'll need help learning how to work with the mocking library Mockk. My manager has experience and when he has time and quickly unblock. The problem is he is usually at meetings and can only give me so much time. My team is small and from who I've asked only my manager has knowledge of this Library.
What can I do to not fall behind and continue to deliver tasks? I've followed tutorials and articles and even chatgpt but sometimes those don't have the answers to my questions.
(1) My team owns a service for which we're rolling out a new version with a big revamp of all the public interfaces and a ton of breaking changes.
(2) This is a legacy system that is being refactored to resolve some severe issues that its consumer systems have been complaining about for a long time.
(3) This service has many consumers in our org across multiple teams that depend on it for a lot of critical functionality.
(4) We need to migrate all consumers to the new service. My team cannot parallely support both the versions and the legacy system has to be deprecated before the new service deployment.
(1) Originally, the plan was for my team to roll out the new service and migrate all of the consumers to the new service as well.
(2) Now, we've had a huge scope expansion in the refactoring itself due to which the project timeline has extended massively.
(3) My team feels that working on such a long timeline project is risky and prone to further scope expansion if new consumers start using the old legacy system in the meanwhile.
(4) Another challenge with this is that my team has no context or understanding of all the consumer systems.
(1) What approach can I use to now change the plan and convince the managers/tech leads of the consumer teams to own the migration of their consumers code to the new service?
(2) In general, what approach would be ideal for such a large-scale migration - Centralized migration by the service provider team vs distributed migration by all the respective consumer teams?
I have about 5 YOE and trying to grow from Senior -> Staff engineer but noticing that the path is taking longer than I'd hope.
This is the case whether I try to speak to other companies and ask about interviewing at that level or try to grow within my own company.
Within my own company: Requirements unclear, seems to be more time based (just keep on shipping). Since we're on the smaller side, we don't have a clearly defined structure like FAANG.
Externally: Due to the YOE, usually discussion of Staff isn't even an option even though I think I'm doing Staff level work. In fact, they usually decline the idea before even having a chance to explain what I'm working on.
The projects I'm working on span the entire org (startup), I have multiple mentees, and org-wide impact. I will be honest and say that I don't think the projects I work on are necessarily insanely technically complex (not going out to millions of users, dealing with hyper concurrency issues, or needing to deal with large scalability issues), but they do have a large amount of scope and senior+ level management required to run them.
I think from the project management perspective, I have things nailed down pretty well.
So I wonder if I'm either missing...
I'm essentially trying to understand what my gaps might be, and the technical aspect is one I'm unsure about how relevant it is.
Would appreciate any thoughts, especially from Staff+ engineers, maybe sharing what they feel makes them a Staff vs a Senior and how much technical skills play a role vs other elements.
I was laid off recently at a startup. Despite in my opinion having a very high impact and performing well, I was in the group of the 20% of staff laid off. I recently received an email asking how my job search is going and if I would be interested in returning. I'm getting a few interviews here and there but the search is going slow. I was also making a good salary there that I'm not sure I would be able to find again in this current market. I'm feeling conflicted about whether or not it is in my best interest to return or decline.
I have never worked at a big tech company, but I'm just preparing continuously for the same, though my resume is not getting shortlisted, so I rarely try applying and keep studying.
Can I get a resume review and some pathway to stay in the interviewing loop?
I have been repeatedly told that I have a tendency to drop things when doing context switch between multiple tasks. How to manage my tasks effectively so that I can minimize this pattern?
I've received the equivalent of EE in all the areas of assessment. I'm disappointed with my performance review as I did not get promoted or get a reasonable raise despite my great performance. I (along with many of my peers and my manager) feel that I've already been performing at the next level for the past 6 months. Now it seems that I've to keep performing at the next level for 6 more months before actually getting promoted to the next level - this seems unreasonable to me.
What are my options apart from looking for other opportunities outside my current company?
I would love to hear what others here have learned while working with their PMs past and present. I have brushed shoulders with a few and only closely worked with two PMs in our sort-of-cross-functional team, in my career thus far. They are both likable people but it took me a long time to realize that their feature requests were poorly scoped, lacking crucial details, and oftentimes had no acceptance criteria. In hindsight, I am not sure why none of the IC's with years under their belt never really spoke up about that (which led me to believe that was just the way things were).
Fortunately, our goals with Product are better aligned these days and our relationship has been healthy, so we are pretty comfortable give/taking feedback during Sprint Retros, so much of said issues have diminished. However, the lack of clarity in the tickets is still present from time to time, and now when I notice this, it fatigues me to know that I will have to set aside time to hop on a call and ask them for information (which in my mind, should already have been in the ticket?). I see most of my teammates having to do this as well, but I have not noticed their irritation over it. Sometimes, I wonder if I am wishing for an ideal that is rare or does not exist.
Mini rant aside, I would love to know some of your guys's good/bad experiences with Product and how you navigated through them. (i.e. What made it smooth/difficult to work with them? What steps did you take to mitigate the issues?) Thank you!
I'd like to ask for your feedback on my side project - a full-stack simulation of a ride-hailing app such as Uber or Lyft.
A bit of background first. I've been wanting to publish a personal full-stack project for a while. These were my main reasons:
Why did I choose a simulation of the Uber/Lyft app? I always found something very attractive about these apps - they're visually appealing and dynamic, with colossal architectures behind them. I thought it would be very cool to re-implement some aspects of such an app. I have also been reading the Uber engineering blog and got a glimpse of the complexity these companies are dealing with.
My final goal with this app was to have an animated map with cars picking up customers, driving them across the map and dropping them off at their destinations. Customers would post ride requests and the system would match them with the nearest drivers. The simulation would run on the backend, and the frontend map would show the action in real-time.
I started working on the project last autumn. I've spent around 300 hours working on it and you can see the result in the links above.
I'd love to get your feedback to improve or extend this app and my blog, keeping in mind my objectives:
Possible additions or improvements include:
As for my previous background - I've been an engineer for ~4.5 years, most of my experience is from a small startup (series B). I consider myself a full-stack engineer but going forward, I aim to specialize more in the backend. Therefore, the project should strongly communicate my backend skills. For my next role, I also prefer backend positions to full-stack ones.
Many thanks if you've read this long post to the end. I'll be very grateful for any tips on how to make this project more appealing 🙏🏼
I’m an entry-level SDE at my company and we recently hired a new manager for our team. In my second 1:1 with this manager, they said I am already performing at the level of an SDE II and would like to get me promoted. I did get the feeling that I did quite a lot for my level, and I maxed out the rubric for all the areas we measure at our company last year. Got good peer reviews as well.
It's been about a month since this conversation and I'd like some advice on what I should do. Should I prepare a packet of some kind to help them make the decision? Should I just wait?
I've been working remotely for a startup for almost a year now and noticed that all my interactions with my co-workers are purely transactional. Software engineering is a team sport and I have never experienced such apathy towards the people I work with. Is this the default in remote work? How do folks who are 100% remote find ways to build relationships with other engineers?
I'm looking to level up and am currently designated as an SWE-2, where I take end-to-end responsibility for an Android app. I have a couple of juniors who report to me. I also took responsibility for writing backend APIs.
I even led a feature using guidelines of system design playlist and made a brag journal for promotions.
What are the exact behaviors to become one level up as SWE-3 (Mid-level)?
I'd love some ideas on how I can provide value to potential mentors and other folks who are further in their careers than I am. I want to form a relationship with these rock stars but I also want to make sure they are getting something out of it as well.
Would appreciate any advice from folks who have successful and mutually beneficial mentor-mentee relationships! Thank you!!
Over a conflict, an aggressive conversation occurred between the engineering manager towards the business lead. From the point of experience, there are ten years more on the side of the BL. Everything happened over Slack over the weekend.
Due to this, today, the entire engineering team had a 1-1 to skip meeting with HR to give our statements about the issue.
What usually happens after this meeting?
A feature I'm building has no straightforward process or to-do list, where designs are unfinished, and designing and development go hand in hand for weeks.
We have been pushed to develop in parallel, creating much rework.
All my engineering manager asks now is ETA, even when they know it is difficult to achieve, and asks why it is late, pushing us to work late at night or on the weekends.
They do it in front of everyone or via Slack to create pressure.
What is the fundamental role of the Engineering Manager?
I want to figure out how to draw explanations in Google Docs efficiently:
I am a conventional engineer (mix of startup experience + service industry).
I am thinking of starting a product company but had a few questions.
I think I am comfortable from a technical standpoint and no dearth of ideas.
But my questions are more centered around funding. I have not made a similar effort before and almost all of my experience is mostly technical and not managerial.
For such a scenario, do you think the best best is to be able to garner a large amount of users?
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've reached a point in my life where I believe I can live off my salary comfortably and start a family. I work at a startup that doesn't have levels but I was told this was the equivalent of a mid-level engineer. For the longest time, I wanted to make X amount of money so I can provide for my family. With my current salary, there is still room to grow but I don't have the same ambition I had with trying to get promoted. I am more focused on learning new concepts, building new apps and just having a solid work-life balance.
I would still consider myself early in my career 4 years of experience. Would you recommend I try to level up to a manager or any advice on what you would recommend as the next step?
I'm working as a senior SWE at a series C startup. I'm looking to specifically grow my technical skills on priority.
My manager has shared a few projects that are upcoming in the roadmap for my team. Given that the requirements and constraints for these project options are yet to be fully defined, how do I identify which projects will have sufficient technical depth to allow me to push the boundaries of my technical skills?
Hey John, I hope you are well. I am really passionate about CS (specifically Software Engineering) and I want to pursue a career in it. But I can't help but be a bit concerned about the future availability of coding jobs due to Al (chatgpt4 and stuff). I understand it's hard to predict how things will be in the next 10-15yrs, but my main concern is that I may be putting in all this hard work for nothing. I'm concerned Al will make my future job(s) obsolete before I even get it. Any thoughts on this?
If you build full "product skills" and use the best tools for the job, which today might be hand coding, but later may be Al guiding, you will probably be fine.
I see....by "product skills" do you mean hard and soft skills?
Software is just a tool to help accomplish something for people many programmers never understood that. Keep your eyes on the delivered value, and don't over focus on the specifics of the tools.
Saw the above discussion on twitter and it got me thinking with advent of ChatGpt4 and Github Copilot X, what can I do to not get negatively affected by this change.
What are the various skills referred to as "product skills" mentioned in the above discussion and how should we go about developing them?
I currently work in a large enterprise firm as a software engineer.
What do you think of moving into early stage startups at this time?
Given the economic climate and the possible transition to a more mature AI space (read organisation restructuring / layoffs), do you think its risky?
I'm a mid-level engineer looking to grow to the senior level. I'm currently leading a team of 2 other engineers on a large migration project that's revamping a big part of our API architecture. This is a platform team so the biggest objective of this project is to make the lives of other engineers easier.
(1) How can I measure and demonstrate the business impact of this project, given that it is aimed at internal teams?
(2) What metrics could I be using to quantify the technical impact of this project?
We currently have a problem with test flakes happening very often.
Someone is currently working on a systemic fix, but in the meantime, I've taken it upon myself to be the leader in categorizing and assigning people to take on some of the existing flakes as they happen. I am assigning based on who has the most context or who wrote the original test.
My question is: How can I assign these in a way that doesn't cause people to dislike me? I ask as someone who needs to delegate in my role but also needs to get buy-in for various initiatives so its important that people like me.
A couple of things I've tried:
Any better wording of the "ask" or advice around this situation would be appreciated!
My question is when should I reach out to help someone. If someone new joins, and if it is clear that task might be difficult for person, or there is some context needed etc, and they fail to ask, should you help them? Reaching out early and helping might be hampering their own learning, also at risk of hurting someone's ego. But If I am in other person's shoes, I would appreciate all help so what is right balance here?
Also, should you helping be more visible or private? If it is public, other people can add extra context as they like, but maybe in private conversations, person can ask more follow up question, assuming they are afraid to ask dumb questions. To be more specifically, by public I mean team channel in slack and private would one-one chat.
I am building an iOS team as the lead engineer. Here are the iOS roles I'm looking to fill based on my assessment of the product's requirements:
What are your thoughts and anything I might be blindsided on?
After working for 5 years in startups and small companies, this is my first time in BigTech. I constantly feel that while I am able to get tasks done, I still lack in fundamentals. This sometimes leads to embarrassing situations where I am not able to answer basic questions during normal conversations.
I would really like to not only brush up but master my fundamentals of being a software engineer.
If we were to make a list of fundamentals that strong software engineers have mastered, what would that list look like?
I'm still navigating a career switch to SWE, and I tend to get pretty overwhelmed when looking at code. I already ask a lot of questions, and I want to be more self-sufficient because my full-stack team members are pretty busy. (They are all kind and would all be willing to to take some time out of their day.)
How can I get faster at reading code on my own while balancing a team transition? I'm at the point where I understand the high-level purpose of parts of our codebase but little as to how the moving pieces all fit together.
While I understand that there is likely no magic threshold to determine the point at one needs to ask for codebase navigation guidance, a good rule of thumb would be helpful when possible.
I've been at this small startup (~100 engineers) for about 8 months.
I've worked on 2 different projects/teams (2 months + 6 months) for various reasons. This constant ramp up process is limiting my ability to make significant impact.
Now my manger is about to move me to another totally different project because my current project scope is transferred to another team.
The startup hasn't done a layoff yet, but the possibility is there this year.
I think I need to stop paying the ramp up cost and stick to my current area (meaning switching to the other team) so I can make bigger scope impact and avoid getting laid off.
How should I navigate this conversation with my manger?
In the class , we talked about how easily people get defensive when receiving feedback that they don’t 100% agree with.
I’m wondering, other than intentionally suppressing this instinct, are there any other tips, tricks, or mindsets that would help?
I'm in a difficult situation right now and feel I need some time off to recover and manage, but am also concerned with optics.
I've been interviewing for new roles recently and spent my time off over the holidays (~2 weeks) preparing for a particularly stressful onsite interview. The team I was originally interviewing with no longer has an opening and I'm stuck waiting for headcount to open up and find a new team.
The stress of this situation has been taking a toll on me mentally and physically, and I've been dealing with a lot of health issues over the last month. I think it would be best for me to take at least a couple of weeks off to help reduce my stress and focus on maintaining my health. This isn't extremely extended, but amounts to more like a month off when factoring the recent 2 weeks off for the holidays.
After writing this out, it seems more cut-and-dry that I need to just ask and cite the health issues. I'd be curious to hear how others have navigated asking for extended time off.
Hi Taro community,
Seeking your help in evaluating two offers that I received from two start-up companies.
Thanks in advance for any kind of suggestions/comments.
I've been reached out to by a recruiter to interview for a fully remote Senior Dev position at a seed stage startup, with around 50 employees per LinkedIn.
Ive only ever worked for larger companies before, what sorts of questions should I make sure to ask during the interview process to make sure there's no hidden problems/wrong expectations? What expectations should I have going into the interview?
We are 3 people in my team. I've been at the company for 2 years roughly and my team mates for 15+ years. I'm in a situation where my coworkers do stuff, but stuff that's often completely unrelated to our backlog. One of them struggles with being motivated by the job. Occasionally, a 16-hour job takes a month to complete. Maybe 2. And you never know why or when it will be done. This causes a lot of tension with the product lead. The other teammate (focused on the front end) rarely makes any PRs. I'm not sure if it's due to the fact that they have mostly done HTML/CSS and are unsure of how to navigate the frameworks we use or what it is. Our manager tends to cover for us, but obviously he's not loving this situation. It's been like this for 1–2 years. Now it has started affecting my pay raise, and I'm starting to feel tired of always playing dumb or referring to the other great work that they're doing when asked what my teammates are up to. Both seem to be struggling somewhat with stress and anxiety, so I've tried to be compassionate with them. But what do I do? I want to take ownership of the team's performance, but it's difficult to know what to do. They have the senior roles, and they have most of the ownership of the project, so I also feel weird telling them "what to do," if that makes any sense. The company size is roughly 20 engineers, FYI.
Any advice on how to handle this situation nicely, i.e. making sure we're still friends afterward, would be highly appreciated.
I am doing backend engineering for last 5 years in small sized startups. I am doing relatively decent with good work/learning and good salary.
I am confused about future - since I have done bachelor’s only and that too from very very average tier 3 college in India so, do i need to go for masters from a reputed college to make my resume better for future. Is it even required to do masters or education from reputed college to grow in career or I am over thinking? Right now I don’t face any problem when I change companies but what about 10/15 years down the line. I am confused sometimes that do only skill matters or i need pedigree also to grow.
I’m considering leaving a startup because of 2 things I’ve seen on Taro:
2019 Goal of Joining a Startup
Learn a lot about how to be a good software engineer
Be an early employee at a startup that makes it big
Quickly become an Engineering Manager because I like working with people, helping others
2023 Thoughts on Staying as an Eng Manager or Joining Big Tech
Dream of being an EM, is happening on small start up scale with a growing number of reports who like my management so far
The dream is to be early at a unicorn and that is close, but
The new standard should be 10B not 1B
Doing this with a first job is not necessary and high risk
In 2-4 years I’d likely still be a engineering manager from a no-name startup
L5+ engineer in big tech may fit well with my personality right away based on Taro, where I love collaboration, helping people, product and technical challenges
Getting a 2 FAANG+ badges on my resume over the next 4 years would be more way more worth it than even a million dollar payout from a startup
Could have many doors opened for high level roles at startups OR faang depending on what I feel like at the time
Big tech stock offer may also easily be worth 1M in 4 years
Supportiveness of team
Maximum outcome (Risk)
Supportiveness of team +0
Work-life balance +7
Company prestige -1
Growth opportunities -3
Company ethics -2
Remote work +6
Product space -5
Technical space -5
Maximum outcome (Risk) -10
Taro priorities video is
150 people, 25 engineers (doubled from a year ago)
Fall 2021 had 50% investment at 250M valuation
Dec 2022 450M valuation
Revenue has since doubled in last year to 125M
Profitable per years with 20% gross margin
Not venture backed, so not expecting 20x growth
Estimated in 2-4 years to sell for 1-2B
How to evaluate a startup video
Current job stats
Team lead for a year after 2.5 years as Software Engineer
0.1% equity, 100k cash
18th employee, 4th engineer
Dream of being an early employee at a unicorn, seems close
Would lose all stock if I leave before acquisition/ipo
Biggest point for discussion: ***2-4 years of being manager at a small startup may not qualify me to be an EM in big tech***
190k cash, 350k stock over 4 years, 60k sign on bonus
Work life balance is supposed to be great
Great food, big tech lifestyle that I’ve always heard/dreamed about
Would work to be promoted to L5 in 1-2 years, then manager a year after that.
Being a new person at a fresh company sounds very exciting now, I know the business fully and the tech stack of the current place to the point where many things Ive see before and feel stale/boring
Based on my write up about values, priorities, liking collaboration, would I like being an IC L4 coming from being a manager where I have solid tech skills but strong soft skills that I enjoy using.
If I stay at the start up would I be able to get a big tech EM offer with 3-4 years of management experience at the start up? Note this question shows what I’m learning now as a manager.
Should I down level myself from L5 to L4 if I think I could get the offer at L5 but am not sure about the certainty of success? (Question asked separately )
To put this into context, the question refers more to people who have already been at the company for a while, not onboarding engineers.
In my experience working only at startups, almost all learning has been the responsibility of the employee. There is a "spike" period where the engineer is given time to come up to speed, but it has always seemed to me a bit careless for managers to just give someone a list of technologies and say "learn this."
I guess this question is really a proxy for asking: how does FAANG approach "bootcamping" engineers on a new and important stack? Are workshops, training courses, and L&D actually effective? Suppose that I am a senior engineer who wants all the junior engineers in my team to learn how to use AI assist tools like Copilot, how would I approach making this mandatory if I really think it's a technology that's as crucial as git?
Context: Working in a small startup where there are a very small number of wiser senior engineers
Everyone in the development team contributes to code reviews
Often I’m unsure about the quality of the feedback and when to act upon it
Sometimes people even change their mind after you have acted on that feedback which is frustrating and can contribute to the delay of finishing a task
Does this also happen in big tech? How do you handle these situations ?
I've only ever coded in js/ts; however, as I seek to grow my skills in react-native I've been trying to learn swift to deal with bridging. However, after coding a few hours in swift when I swapped back its like my brain stopped working and simple stuff I couldn't remember the syntax. After working in it again it kinda went back to normal; but, is this something that is normal or goes away with practice?
I transitioned into a backend engineering role 1 year ago after working as a data analyst for 3 years. The jump was definitely big to me, as I had to learn a lot of new concepts (OOP, clean code, architecture, devops etc). The transition was done through internal hiring where they did a live coding interview (2 easy leetcodes), a live system design interview, and motivational interview. I passed all of those and ended up in a high-paced team.
The team was severely understaffed. The manager was managing 3 teams that decreased from 20+ people to <10 people and there was hiring freeze. There was no proper onboarding and all the seniors were too busy with tasks to help me properly. I did my best to read the documentations and set up 1-1s with more senior engineers from other teams that could help me. I finished several projects although carried over some to the next half.
My 1st performance review was "meet expectations". However, before my 2nd performance review, there was a manager change and this manager gave me "partially meet expectations" and then said that I would be put on PIP program. When I asked the manager what the program would be like and how many people completed this successfully, he/she couldn't give a definitive answer and said that HR would be in touch me.
I decided to quit and spend time to learn more fundamental concepts and take up a freelance project. It's been 2 months since then. Right now I feel like I'm learning a lot in these 2 months compared to my 1 year in that company, but I can't help but feeling very anxious with all these layoffs and the incoming tech winter. I don't have any self-confidence within myself that I would get any decent job, especially after getting an incoming a PIP, I'm just worried that when I'm interviewing at my next job, the career gap in my resume and the past potential PIP would deter me from getting any jobs. I'm also at loss on how to avoid potential PIPs in the future. Any advice to help me? Thank you very much.
Edit: For more context, I didn't come from a CS background (I studied Mathematics). My team was not a revenue generator. The company was especially hit really hard during covid and had 2 big layoffs. When I left, there are many products that are being shut down and a couple of senior-level product managers left as well without being replaced due to hiring freeze. During the talk of my PIP, the manager brought up his/her expectations on me that was 1 level (mid-level) above my current level (junior-level).
I've done a lot of research on how to be a good manager, but now do I just "trust the process" or how do I ensure we are a high performance team over the next half?
I'm a newish EM at a Series-B start up of 150 people, ~25 engineers. So far I have positive feedback from my manager and reports that I am empathetic and supportive. What my manager is telling me now though is that we need to see results. Productivity and performance seem OK in my first months but it is too soon to really see my impact. My manager noted that since we have scaled up from 4 engineers to 25 and gone mostly remote over 3 years there may be a loss of a sense of urgency and the feeling of impact per dev. We are also split into many teams with a smaller scope per team.
The temptation when asked to "get results" might be to ask for constant updates from developers and punish them when fake hard deadlines are given and missed (we are a B2C company so there are rarely actual deadlines). So how do I motivate my team to work hard in a healthy sustainable way? How do I measure the progress and reward them fairly while creating a team focused culture and not one that is competitive and individualist?
Below are some of the management ideas I'm using/working towards. I have lots of room to learn how to do each better, so advice on which to prioritize my effort at improving first would be great in addition to notes on what's missing and what seems off on the list:
Bonus questions about motivation: In 1:1s how do you figure out what motivates someone since they might not say extrinsic things like money even if that is what they are working for, or the opposite they might be happy at their level and just like the work they do with a good work life balance but might not say that directly either. Also if there is a team of 5 where 2 want money and 3 love the work for itself, how do you tailor their experience to that? The first two will still want fun/interesting work and the second three still want to get promoted and compensated fairly.
I work for a very technical and niche start-up as a Frontend Developer. For context, we have 3 F.E. devs and 3 B.E. devs. I was hired as a vaguely-level intermediate developer, and after about nine months at this company, my F.E. lead is advocating for me to be a Senior developer. The only issue is that the company hasn't done internal promotions before, and they're a bit stalled whilst considering how to best handle the process. There's also some ambiguity in measuring a Front-end developer's skills - especially compared to a back-end developer; Our CEO is also a seasoned back-end developer, so he understands technical skills but is unclear on how it maps to Front-end skills.
What are some things I can bring up to my company's leadership on how to measure my skills and value? Such to help facilitate a conversation around my promotion.
Say a recruiter from Series C reaches out to you for a SWE role.
What all are the questions that one should ask in order to do the understand the potential of the startup so that there is less risk of layoffs when joining there, given the uncertain times.
I am aware of crunchbase website and looking at the news article that are linked there. What other homework one should during/before/after the interview process in terms of questions to ask, information to collect?
The limitation that is usually is the startups have very few employees so it is difficult to get concrete answers about the culture, WLB, actual work unless you are in their network.
I have a busy senior/manager. We used to have 1-1s twice a week, and now I'm lucky if I even get a single 1-1 every other week. I understand that it's because he has a lot of responsibilities (e.g., coding, managing, scrum'ing) and end-of-year deadlines.
Here are some things I've done to make up for the lack of 1-1's:
Does anyone else have a busy senior? Should I be doing anything else? Thanks!
Hello. For anonymity, my name is John, and my coworker is Bob.
Bob is relatively new, so I help Bob out when he's blocked on a JIRA ticket. I don't mind helping, but Bob only mentions my name during standup when he's unsure of something (e.g., John and I worked on this ticket, and we think this might be the issue).
During the times my name was mentioned, I probably did think that was the issue, but these are incomplete thoughts + theories that I'd rather not be publicized if I am wrong (I don't mind being wrong in public, but I'd rather be wrong on my terms).
I don't think Bob is doing the above on purpose, but it does bother me.
Here are some possible solutions I've considered:
I think (c) is too confrontational, and given that I don't think that Bob is doing it on purpose, I can probably skip this. I want to stick with only (b), but I want the option to share an incomplete theory as it may indirectly help Bob to a solution or teach them something new.
What do you all think?
I have realised over the years that I have gained good amount of technical knowledge but I lack great communication skills (in terms of expressing my thoughts). This was okay till I was working as software engineer as my task involved more of coding work which does not require explaining things to large audience. Now as a Senior Engineer my task revolves around making design choices, explaining pros/cons of selecting an approach etc. I realised that even though I am confident on my technical approach, I sometimes fail to express myself and the approach in the right way during the discussion which led to times when my approach is discarded and others as selected as they express themselves better. I need some suggestions on how to improve on this aspect as this will be crucial part going forward in my career.
Hey everyone! I am looking for some advice. I have weekly 1:1 with my manager and during our last interaction, he suggested to come up with a yearly plan on things I want to achieve. Can someone shed some ideas/templates I can follow to create a roadmap or plan.
Background: I studied Bachelor's in computer science from a Tier 3 college in India and joined a reputed early-stage startup (Bay Area based) as an Operations Manager in India. I worked there for two years, and during that, I got exposure to technology. I gained tech skills by myself and moved to another startup as a Backend Developer.
I have been working as a Backend Developer for the last five years. All the companies I have worked for and left were in the early stage, so until now, I didn’t progress much in my career and still hold the designation of Software Engineer. I am earning and learning decently in Dubai, but I feel like stuck and not moving forward as I don’t see my future, at least in the current startup. I work as an Individual contributor, and management is pretty naive here.
I don’t understand what to do to move ahead from here:
So, this is the problem I don’t understand where to go in my career from here. I am sure, for one thing, I want to try my startup again (I have tried twice, once in college and once a year back and closed before it started) in future.
I recently passed 5 years of work experience as a software developer, mostly working at small companies/startups. I’ve been at my current position for almost 2 years and the startup is around 100 employees.
The company is doing great, we just raised another round of funding. I’m preforming well and I’m up for promotion to senior software developer next performance review.
With all that being said. My goal has always been to get into a big tech company and I think the earlier I do the better.
Overall I really enjoy working at this startup but I have always been career driven and I think going to a big tech company would be the right career move. Am I correct on this being the right career move or is this just the pressure developers feel to work at a big tech company?
I don't really know what I want to do in my career. I finished university one year ago, and I work as a full stack engineer right now, and I'm quite interested in ML. I'm more frontend-facing right now, but I see low returns on spending too much time learning new frontend frameworks my entire career. I'm more interested in becoming a well-rounded engineer, so I feel that there would be higher returns on digging down into the backend more. I have been looking at trying to join some big tech company as a backend engineer, but I just went on an interview for a small tech company which does quite alot of ML with the hopes that they were looking for another ML engineer. Instead they presented me with a broad-scoped data engineer role which sounded pretty cool.
My strategy up until this point has just been to find cool roles where I get to learn useful stuff as an engineer from people who are way smarter than me. Sometimes I think "If I would make a startup, would this skill come in handy?" Is that a poor framework? Should I have a plan? I don't even know if I ever want to make a startup lol. I'm interested in joining big tech, but other than that I'm not really sure. I just enjoy building stuff, and I see this as an opportunity of learning data engineering really well (which I don't know very well), but that is perhaps not a wise career choice? Any guidance on how to think as a new grad is appreciated lol.
Hey all, I’ve been working at a pre-seed startup for the last two months and I think I haven’t “clicked” with the CTO yet (I’m the only engineer right now). To give you some context
He has said twice that even though I'm superb technically speaking; he's having a hard time seeing me thinking about the product and how to improve revenue/retention and he wants to see more ownership on my end; and that frustrates me because as I said on #1 and #6, I've successfully launched experiments week by week and have received praised from them multiple times. So IDK what's going on, I find this to be frustrating because from my POV I've done great work, I've spoken to users, shipped and tracked experiments, and improved our development workflow (we don't work with prod data anymore), proposed new things that we can do, etc...
The last time I talked to my CTO about this (this has happened twice now) he suggested that I should think more about "growing the business and taking ownership" without giving me a clear path forward, and I assume that when I meet with him again this week he's going to play that card again (being vague about how to improve/what am I doing wrong)
It frustrates me because it doesn't make sense to me to work in a place where my contributions are not appreciated.
Thanks a lot!
I’m always impressed by software engineers with strong track record working at FAANG level for long term period (>4 years) as working in these type of companies require dedicating yourself 100%+ to sustain and keep meeting the performance bar..
But I also felt that the “golden era” of working at FAANG have already passed. I think joining FAANG today will still give lots of learning but not as many growth compared to maybe 6-7 years ago when they are still growing very rapidly.
Do you have any tips for junior/mid engineers with 1-2 YOE who feels like their current role does not offer the golden era of FAANG level growth in terms of career opportunity? Feeling like this primarily due to team culture and engineering talent on my current role that is subpar compared to FAANG (I was previously an intern at FAANG and is now working at a startup).
Given the current market situation (layoffs, hiring freeze), getting into FAANG or the next FAANG would be quite challenging.
do you have any tips so that I can make sure I can give my best to whatever I have right now but still have FAANG level of career growth in non-FAANG company?
I recently just got back a take home project for a start up, and the feedback I got was I don't deal with ambiguity well enough. I can't do anything actionable with this advice. Should I be asking more questions? Less? Better? Have a better understanding of what to do? What did you guys do to handle ambiguity better?
At my company, I've experienced receiving a lot slower code reviews than usual. I think this is because I'm on a Platform team but each individual member is very specialized to their focus area. We're encouraged to tag a specific person (and I've been assigned a specific person for my code reviews) as well as the team for broader visibility.
However, I'm often stuck waiting 24-48 hours before receiving anything and always need to ping the person that has been assigned to my reviews. It felt pretty awkward needing to do that all the time so I brought it to my manager. My manager essentially let me know we don't have a good process around code reviews yet and are still figuring it out, and it could be a good opportunity for me to bring a good process to the table. He recommends pinging people in the meantime and to not view it as bothering. I am open to doing that, but still wondering if there is a better way.
I have 2 questions:
I am a junior engineer at a series A startup. I was interning for the past 8 months and got converted full time, now working as full time junior engineer for the past 3 months. I had been getting "Exceeds Expectation" from my tech lead/manager.
But from the past 3 1:1s from the tech lead. He mentioned that
1. My code is not up to the mark to directly merge without taking a much deeper look into. Basically mentioning that my code is not levelling as a senior engineer. There are no senior engineers in my team, I directly report to tech lead. So I really cannot learn how to write better code as he mentioned. Where can I learn this?
2. I have been just crunching tasks or helping someone without understanding the root cause. He mentioned I lack "Product Thinking". I am really not sure what he means by this. I thought helping others would help me grow in my career. By helping others I mean if there is a small task that is required by some other team, I just go and do it without understanding entirely what they want.
3. The founders keep mentioning that there is a lot of growth potential in our company
I really work hard every day from 8 AM and late 11 till night but the work I do is not helping me to grow and I want to grow and become a senior engineer. There are not even tests in our codebase, and a lot of problems I see in the way we do things which I don't know I can help solve . How can i grow? how can I tell them that I can be that senior engineer to solve the problems? How can I learn to make good decisions as to what needs to be prioritised in terms of which task needs to be done? If I don't know let's say how to write tests, how can I learn that and cultivate that in the team?
I was hired to be an Android developer for a startup. Other engineers on my team bounce around back-end, web iOS and Android. I make sure to review every Android PR that comes in but at the same time I have strived to review code from other projects like back-end and iOS. My primary language is Kotlin so I can offer advice on that but since others are written in typescript/Swift I am not sure how to offer reviews although I want to. I mostly end up asking questions.
Right now I'm in a situation working for a startup that posts a video of a bug with little to no detail at all and sends it off to dev to be fixed. If there is information included, there is no standardization so it can be frustrating having to hunt this information down. I understand in startups I will have to learn to operate in a realm of ambiguity; however, the team is so small that I could potentially fix this with a little buy in.
Somethings that I've seen work in my previous job were having:
-screen shots of current state and future state
-video of current issue
-steps on how to reproduce
Im new to the team and don't want to be "that" guy trying to change everything, so I don't want to come to them with any half baked ideas. Do you have an example of a strong story that I could use as a template for our tickets?
I recently started at my new gig as a remote tech lead. While I am on the West Coast, most of my team is either on the East Coast or in Europe (+11 hrs). Meetings start at around 7 AM PT and go on until 11:30 AM PT!
Here is my challenge: I am a morning person & like to do more deep & undistracted work during the morning hours (Coding / Reading / Writing) . Screen time in the mornings usually drain me out & my productivity dips post multiple zoom / G-meet calls. What are your thoughts on how could I balance my sacred morning hour time between meetings & impactful work?
I’ve come to realize more and more that the greatest thing holding me back by far as a software engineer has been perfectionism. By perfectionism, I mean the mental attitude that says that what I have done isn’t good enough so I need to spend more time on it, or that I’m not ready to do something. This attitude is pretty much the opposite of Meta’s “Move fast and break things”.
Here are a few of the ways that this mindset has hobbled me throughout my career:
I believe perfectionism is particularly harmful in tech compared to other industries since things change so fast.
Maybe this is better answered by a life coach or therapist, but what are some things I can do to limit the pernicious effects of this mindset?
I graduated with a master's in CS 1.5 years ago and since then I have been working at a no-name brand company as a full-stack engineer. I would love to join Spotify but I lack prestigious grades and side projects. The tech stack I work in is somewhat old (Angular 2, .NET, no cloud, in-house solution for CI/CD, etc). The company is nevertheless alright and my colleagues are all very friendly, including my boss and manager.
If I would want to join Spotify, should I double down at my current job and try to get those side projects started, or should I consider another position in-between my current position and Spotify in order to increase my chances to join Spotify? The reason why I’m not a big fan of this idea is that I don’t like to join a company with the intent to leave within 1-2 years. The reason why I'm considering changing company is because I worry that my current growth could potentially be a lot higher than what it currently is.
Will my lack of experience in newer frameworks/tools be a large disadvantage to me when I’m looking for a junior/midlevel role at a tech company where being efficient in languages/tools is a must? Is it better to stay since I can make more of an impact now since I’m familiar with my company’s tech stack compared to having to go through an onboarding process at a new company which may result in decreased impact for that period? I would prefer to join big tech in 1 year as a junior engineer, rather than in 10 years as a mid-level engineer.
How often does everyone pair program here? And how do you regard them?
I am at a startup and since I have started, first as a junior, my pairing frequency is about 1-2x per week. I do not consider myself a junior anymore (at least not at the company, but maybe on Leetcode >_<) and find these sessions more valuable as volleying ideas flow more. I was wondering what it’s like for others and if it is a day in the life thing at big(ger) tech; is it kind of seldom or frowned upon or do some of you use it as a measure of skill, etc.
Hope everyone is having a good start to the week!
Whether it's mentoring a junior or writing documentation, I'm not sure how to best balance the level of information sharing with the speed of development - especially regarding new features or projects. At the moment, I share information as it's required or wanted, but I feel like it's easy for people to dismiss learning anything new, which leaves me uncertain as to whether or not I should push for others to learn about work or handle it on an as-needed basis. If this is related to a team's culture, then what kind of practices should I be advocating for?
I work at a relatively small private company, and we spend pretty much all of our time churning out features as customers request them. I'm wondering if it makes sense to also spend some time digging into data to better understand user behavior. I'm trying to find ways to add value to the company besides just feature work.
I have a couple years of experience, so I'm thinking if it makes sense to go down the engineering manager path. I'm well-positioned to start this journey at my current company as well; I'm a very early engineer on my team, and I have the ability to build up the team and mentor those new people. However, I'm unsure if this is the right way for my career to go and how much of my job I want to be people management - How can I figure this out?
The product managers in my org are pretty ambitious, and that, combined with the fact that we're a startup, leads to a lot of feature work. However, I wish we had more time to do engineering-oriented efforts like refactoring, adding automated tests, and others. The PMs say they want to do it, but this work never seems to be added to the sprint - Any ideas on how I can close this gap and get these types of projects added?
Everyone knows that the tech industry revolves around the Silicon Valley, but I'm in a different metropolitan area in the US. I'm thinking about my next move company-switch wise, and I'm wondering how much it's worth being in the Bay Area for greater access to opportunity and career development in general. Also, does this vary based on whether you want to work for Big Tech or startups?
Sometimes I find people with a backround similar to mine who have gone to places I would love to go. Naturally, I would love to learn from them as they have done what I wish I could do. Their time is of course quite valuable and I understand that it might be naive to think that they would want to talk to a random person whose incentive might be mostly for career growth. Is there any way I could approach this in a genuine way? Or should I try to avoid connecting with people because of this reason?
How do I make sure to continuously improve at a company which does not really give much feedback? We have a meeting once a year where we talk salary and the work that I've done. I have only had one meeting, but they just said they were happy with me and my work. It's a rather small company so we don't have many of the feedback loops that larger companies have (code reviews etc). Since we are a quite small company, every senior have their own view of what good code should look like and I'm not sure which one to listen to.
I never got the full experience of working from an office due to the pandemic. I am currently working from home and making the decision to move out of state to be at my companys HQ. I hope this will help boost my career by being near my co-workers, asking questions, participating in "water cooler" conversations and even helping out with non-technical tasks like filming a commercial (example of something I heard happen at the office).
Is there any tips you would recommend for someone to make the most out of their time in an office? I am planning on being there for at least a year and I was told I can have the empty seat right next to my manager.
I have been working in this company for 1 year 3 months now, and I'm feeling burnt out. I'm looking to take a break for around a month and a half, which I know is on the lengthier side. Does anyone here have experience requesting this long a leave?
I am an engineer in my 30s and have heard that unlike a doctor/lawyer, who become more valuable with age, it's the opposite in tech. I've also heard getting on the manager track is a way to prolong your prospects (although this isn't necessarily the track I'd want to take). Curious on your thoughts on this topic.
Alex and Rahul and the other senior people on Taro have consistently emphasized how important good software engineering fundamentals are to long-term career success as a software engineer. This is in contrast to learning the latest popular framework or area of development. Can people define what those fundamentals are and how one should go about acquiring/improving them?
I finished my first JIRA ticket today and I was assigned another ticket, but this ticket feels different…its requirements are significantly more vague.
I understand at a high-level what the requirements for this task are:
These are examples of some the questions I had, however they feel too low-level for the analysis stage.
So, my question is this: what high-level questions can I ask to further demystify these vague requirements and future requirements?
I'm pretty early in my career (~1 YOE), so I'm still trying to figure a lot of things out. A lot of the advice on Taro is around finding your strengths and investing more in those, but I'm unsure on exactly how to do that. I feel like I'm just going from ticket to ticket and am quite busy in general, so I don't know how to think about all this. Any tips?
As a junior engineer, I ask questions and ask for help a lot in general. However, I want to make sure I'm not annoying my teammates and being too big a burden. How can I do that? Is there something I can do to return the favor for those who helped me?
I've been working for around a year now, and I feel like there's a big gap between where I am now and where I should be in terms of skill level. I'm getting good feedback at work, but there's just such a huge gap between the senior engineers on my team and me - It all feels really daunting. How do I know if I'm good enough, and what can I do to feel better here?
Hi I wanted to ask how valuable a bootcamp can be and can I do that instead of a four year degree? The reason for this is because of how expensive college tuition is and I'm really worried about the return on investment. I feel like there's a lot of information that I'm learning right now that I feel like I won't really need and instead, I can use that time at a bootcamp to work on projects and learn valuable skills I can use in the work field. Would I be at a huge disadvantage by not completing my 4 year degree and are there valuable concepts that I would be really missing out on by not completing my four year degree?
I'm positioning myself to go through the process of transitioning to a SWE position, and I've been told that junior developers would be given tasks that are small in scope, well-defined, and with low ambiguity.
That said, I would love to know if there are concrete examples of such tasks. For instance, would updating a Makefile before an internal release be within such a scope? Other examples would be helpful in order to get a better understanding. I assume that it would likely be different from company to company as well. Thank you for your time!
I’m about to start applying for jobs. I’d like for my next job to be at FAANG for all the reasons that Alex and Rahul mention it’s good to begin your career at FAANG. This is my third job out of school, so I’m a little late, but better late than never :)
I believe what Alex and Rahul said about working at FAANG is that it’s good because you:
My crude approach to getting into a FAANG/FAANG-equivalent company is to look at levels.fyi, and run down the list of companies and apply. This approach certainly satisfied point 2 above, and is also very good for getting 1 and 3 as well given that all 3 points are highly correlated.
I know that referalls are important, so I do plan on tapping my network as well.
But I wonder, am I thinking about this the right way? Is there a better approach? If I could in theory get super-amazing 1 and 3, and get less 2, I think I’d be willing to do that. But I’ll never come across such an opportunity if I’m just using levels.fyi
All thoughts are welcome 😊
I was assigned my first JIRA ticket at my first official dev job, which I started about two weeks ago. Given my situation, I want to know how long my manager expects me to work on the ticket, so I don't end up underperforming or not meeting expectations.
Some background: before this job, I worked at a very early-stage startup (one other person and myself for about a year), so I don't consider myself a complete junior. Additionally, I don't know my official title since I came in as a contractor and the contractor title does not match the FTE title, so I'm not sure what is expected of me.
Some of my thoughts: I've considered asking my manager directly how long he expects me to work on this JIRA ticket, but I wasn't sure if the question was too noob-like or too forward. I've also considered that so long as I'm making progress (which I am), I should be okay (until it's not).
So, all this to ask, should I ask my manager how long he expects me to work on my first JIRA ticket?
I’m currently working as a Data Engineer for a mid-sized (1500 people) investment-services corporation. The company has been around for a long time and makes money, but it definitely isn’t a tech-first company (e.g. it refers to the software side as “I.T.”, has tons of meetings, approvals needed to install almost anything on my computer, including VSCode).
I want to get into FAANG as a software engineer because I want to move away from the business/data side of things and closer to the engineer side of things. On my current team, I’m the lone data-engineer (will be joined by another in a few months) and as someone with <3 years of experience, I know that my growth is being stunted.
I’m currently grinding AlgoExpert to prep for interviews.
How should I think about the circumstances under which it would be worthwhile to quit in order to prep (full time) for FAANG interviews? Here’s what I can come up with in terms of current pros/cons of quitting:
Pro’s of quitting:
How does the answer change (if at all) if I manage to land interviews with a bunch of different FAANG companies (say 5+) and I’m struggling to schedule all the time for interviews, prep for them, and do minimal work at my current job?
Thoughts are appreciated!
Question: "For being promoted from SWE I to SWE II, how do I take the behaviors my company has associated with each role (below) and make that more concrete for a growth plan, taking into account the changing & flexible timelines startups have?"
For context, I already have weekly one-on-ones with my manager (who is new at being a manager & is also my mentor), and a growth plan (that I created with him) that roughly outlines (meets most expectations, meets expectations and exceeds expectations for my role). Additionally, keep in mind I work at a startup w/ <30 people so highly specific concrete goals set on a particular date can change in 2-3 weeks as priorities change. Also, my company has defined a series of behaviors as to what each SWE level should be able to accomplish. Here it is.
Software Engineer I (<1 year - 2 years)
Software Engineer II (2-6Years+)
I recently had a conversation about promotion with my manager. It seems I am primed to move from L2 -> L3 which I am happy about, but I was more curious on making the bigger jump to senior as that’s when the scope and responsibility become greater. According to him I already demonstrate senior level qualities whether it’s being completely reliable in shipping features, scoping out work and planning projects, to working with engineers outside my team to work on broad initiatives to benefit the whole org. All of which I have already done to some extent.
I asked him after I move to L3 and prepare for senior if the years of xp is still a hard requirement and he said yes. And that being a senior after 3/4 years in the industry is a bit quick and needs at least 5-7. In that case if the years of xp is so important, should I even operate at a senior for 2 years if I can’t even be considered for it until some arbitrary time has passed? It seems like extra effort to be paid the same.
My manager said to me in 1:1 that I take too much time to context switch from one task to the other. He said I can do a better job on my whole multi-tasking approach toward work.
Any tips on how to improve?
I've learned it is a great idea to keep a "brag journal" up to date with your accomplishments. This is something I've been doing but my question is what are some ways I can bring this list up during the performance review? Do I share the document prior to the meeting or do I quickly go through the documents with them?
When people talk to me, I have a tendency to pause. This has led to feedback that colleagues wish I could answer their questions faster. The problem is that I need to pause for some questions as I need the time to think and formulate a good response. Is there a way I can incorporate this feedback without sacrificing my answer quality?
I've been behind a couple times shipping tasks and projects, and I've gotten feedback that this is something I really need to get better at. One aspect to this is that I take a lot of iterations before I fully understand something - This extra time slows down the planning and overall execution of my work. How can I improve in that regard, and is there anything else I can do to get better at setting targets for my work?
I've gotten feedback that I'm more on the quiet side and that I could be more active in meetings. However, I feel like I don't have much to add when it comes to meetings. I want to say something that's insightful and adds value to the conversation, but I'm unsure how to come up with that level of material, especially on-the-spot during the meeting. How do I figure out what to say?
I'm new to my company, so I'm asking questions to bring myself up to speed. However, something I'm wary of is becoming a burden - I assume you don't want to ask the same person every time for help. Any tips on how to figure out who I should ask my question to minimize the chance of this happening? I want to make sure I get along well with my team.
I'm pretty new to my company, so I've been asking questions and looking for "hand-holding" to bring myself up to speed. I've been having trouble ramping up though - My velocity hasn't been the best, and I've also gotten feedback that I need to be more independent as a senior engineer.
This leaves me a bit confused - I know that in order to onboard, you need to seek out help aggressively and ask questions, but this seems opposite of the feedback around being more independent. How do I think about these 2 ideas? Should I just be working harder and spending more time figuring things out on my own?
Right now, I'm on the test side in my company, writing some automated tests but doing a lot of manual tests as well. I would like to transition to software engineering, but I'm not entirely clear on my path there. There has been precedent of making that transition within my company, but I don't have any hard commitments there on allowing me to do the same. Any advice on how I can plan out this switch?
My goal is to transition into a SWE role, but something I've struggled with is making the building of software projects more digestible. A lot of the time I'll look at some project I have to build, and I just don't know where to start or how to figure out what to do. Any tips on how to make this process less scary?
As a senior engineer, I want to make sure that my time is spent effectively. That being said, how do I evaluate the business impact a project has and prioritize all the different things on my plate accordingly?
On a side note, how do I make sure that the scope of projects are matching my level or exceeding it?
Context: I work as a Entry Level SWE at Series B Startup with 25 people; the SWE team is 7 people total. I am the only person currently under my manager & my coworkers are fairly clear about what I am building & why. Also, the SWE team morale is strong and productivity seems to be at a sustainable rate.
In general, I think my manager & mentor is an incredible engineer & empathetic person open to feedback/trying new things. He’s personable, highly knowledgable, is available to answer my questions, & answers all my noobie questions. While I love these aspects, I do feel he is a bit reactive as a manager. When I asked him if he wanted to be my mentor, he agreed but I think he interprets it as being available to answering more of my questions. I don't think he is used to being a mentor or a manager and would like to see a more proactive effort from his side to help me level up as a engineer (right now I am mostly bringing up the ideas for 1:1 meetings, and creating a growth plan, etc).
So how do I help him?
Context: I work as a Entry Level SWE at Series B Startup with 25 people; the SWE team is 7 people total. I am the only person currently under my manager & my coworkers are fairly clear about what I am building & why. Also, the SWE team morale is strong and productivity seems to be at a sustainable rate.
During our mentor-mentee meeting last week, my manager & I agreed to give each other specific feedback each week (and also agreed for our 1:1 meetings to be used for awkward, personal stuff as Alex & Rahul recommended). In general, I think he is an incredible manager; he’s personable, highly knowledgable, is available to answer my questions, & answers all my noobie questions but I do think there are some shortcomings as he is not used to being a mentor or a manager.
I don’t want to just say “Great job!“ as that is an easy default to fall into week-after-week.
So how do I evaluate my manager? Is there a set of questions somewhere? A framework of some kind?
I recently joined a startup (just finished my third week about to start my fourth) and I set up a one-on-one last week with my manager to hopefully create a mentor-mentee relationship. That went well and now I’m looking to create a growth plan and a way to measure my performance. We’ll be checking in on a weekly basis so I can get a sense of my performance and how I am growing as a engineer.
Given that it is a Series B startup with ~25 people, our goals will be shifting a lot which makes long-term growth plans hard to create. For context, since I joined, my 60 day and 90 day projects have shifted somewhat. So how do I create a growth plan that is flexible and what should it include (Concrete goals vs. more behavior orientated goals)?? Should the growth plan be used separately from judging my performance or would it be the measuring stick for performance?
Would really appreciate some insight on this.
Part 1: Before Joining an organisation
Part 2: After joining an organisation
I'm a React developer and for the most part am able to accomplish tickets assigned to me; however, what I struggle with is when I have a particular ticket that is heavily logic focused.
For example, recently I had to implement a multi date picker for a booking engine and between the many different cases for user interactions and date comparisons, I feel it took me way longer than it should have.
In order to optimize improvement in this area, would it be worth it to grind leet code style questions? or maybe codewars?
I've been debating this though for a while. Is it worth it to go for a principal role (61 -> 62 -> 63 -> 64) or just go and build something your own
It's just my first month and my manager said I had to improve a lot because his expectations for a senior engineer is much higher, not just technically but also behaviourally.
I'm feeling anxious because I was in a pretty laid back company before and the rapid pace of a startup took me off-guard. I'm trying to push through by working longer hours but I don't think I'd be able to reach my manager's expectations.
It's causing me anxiety just by thinking about my job. Is it ok to leave a job even if I don't have anything lined up yet? I'm trying to review to get a new job but the long hours are taking up my personal time. What could be my options?
Came across on CSCQ where the original poster asks about what these missing essential skills. One reply had me wondering, how I can actually learn these points:
What role does good feedback received in a 360 review cycle have in the promotion / salary hike conversation? How to make the most of good feedback?
My goal is to get to this level someday, so I would love to understand more. In particular, how does this dynamic play out at Big Tech/larger tech companies?
I'm relatively new to software so would love to understand more here. In particular, what does it look like at Big Tech compared to other companies? My goal is to eventually transition into a Big Tech company - Do you always need to work 60+ hours a week to do well there?
My main goal right now is to level up, and that next level for me is making the jump from junior to mid-level, hopefully within 2-3 years. To better understand the evolutions I need to make, what are the main differences between junior and mid-level when it comes to SWE?
My manager has 3 pods reporting to them, and my pod is pretty small at just a couple engineers. Because of this, I'm not entirely sure what I can take on to start making progress towards Staff. What projects can I work to fill in this gap? For additional context, I work on the back-end, but I can do full-stack if needed.
I have a lot of expectations on my plate, and it can be hard to handle. I'm being put on a project soon, but I do have some spare time here and there. How can I make effective use of this time, and is there anything I should focus on during onboarding in general?
In my company, there is an axis called "Strategic Impact", which is separate from product work. The idea is that you add value to the engineering ecosystem through efforts like refactoring and improving internal tools. How can I find great ideas in this area and does anybody have any examples? I work on the mobile side.
Fear/stomach-turning when I think about asking people for help (especially in public channels) has been a major blocker for me as a junior engineer.
I just joined a new company (7 months of industry experience) and I want to make sure I can come in quickly and make an impact. More specifically, I want to become a quality contributor to the team as soon as I can.
My goal is to become extremely efficient at coding. I want to build a reputation as someone who is able to deliver tons of high-quality implementation and products very quickly. I want to build actual velocity where the actual rate of code per hour/day is really high as opposed to just being able to accomplish more from working extra hours.
What tactics can I use to level myself up in this way so that my old coding abilities feel unrecognizable when looking back 3-6 months in the future from my vast amount of improvement?
When I was hired, the hiring manager said they were debating between mid-level and entry-level for me, but decided to go with the more conservative approach since I don’t know the tech stack here. How can I quickly show my technical skills despite not knowing the stack?
I might join a Big Tech company later on in my career, and I know that choosing the right company has huge financial consequences due to the large RSU compensation.
How can one set themselves up for success here and pick a company with a good financial outlook? What metrics should I look at and is there some sort of website to help with this?
I read , and I like the advice about doing homework so you can be more effective once the meeting comes.
However, I imagine there's a potential negative extreme here in spending too much time preparing for the meeting. What's a reasonable amount of time here?
I'm currently SE2 in my company, which is the earlier side of mid-level and am trying to make progress to SE3 and then senior engineer. Knowing that, how can I start making headway towards that SE3 promo? Do I need to be able to draw the line between my work and business impact?
Do you think that by being in a remote setup, it would be harder to learn skills like communication, building trust, and aligning people behind decisions? I'm interested in these skills for my work of course, but I also do have aspirations of building my own startup someday and I imagine these skills are useful there too.
I'm currently working closer to the product side (i.e. consumer-facing) on my team. However, I want to move deeper into the infra layer, more into the back-end and away from the front-end, as that's what I'm more passionate about and this area should be more technically complex.
I've brought this up with my manager a couple times, but they said that since I'm already doing great in my current role, they would prefer for me to stay here. How can I navigate this conversation and convince them of this move?
I'm driving a project with ~5 engineers. Even though we're on track to make it now, the initial road was somewhat rocky. We had to go through a lot of conversations to get execution started, spending ~50% of the allotted time on planning and alignment. This led to scope being reduced for v1 and us building less features that we would have liked.
As a startup, I know that we should be moving faster - What's the best way to handle the project from here and how can I improve in this area in the future?
I'm an earlier-in-career engineer currently working at a quickly growing startup. Things are going well, but I do think I want a Big Tech name on my resume someday.
Right now, Big Tech hiring is frozen, but it will open up again eventually. I'm wondering how can I make sure that I'm prepared when it all opens back up - Should I be regularly studying Leetcode in the meantime or something?
I work on a very small engineering team, and I'm trying to build up a more impressive suite of projects and business impact. Given that, I'm having trouble figuring out how I can "level up" what I'm doing.
Some additional context:
When it comes to describing your projects, what are the things you should emphasize vs. not? I want to be able to paint myself in the best light when talking about projects at work and during behavioral interviews, particularly those of Big Tech.
The business side of my company is constantly asking for data queries. I want to take this on and become the "data guy" for the company, seriously helping everyone with analytics and user understanding.
We're using Firebase, but the company wants to move off of it. I'm considering building a custom solution using something like D3.js, but I feel like that would take too long to learn.
How can I best navigate forward achieving this result?
I'm an earlier-in-career software engineer, and I work in an extremely busy startup on a small team (<10 engineers). I do a lot of things, including:
However, at the end of the day, tickets need to get done and I've had some trouble with that. How can I get better at this? Do I just need to "put in the reps" when it comes to coding?
I’ve built my career in startups around the world (Asia and Europe), primarily in partnership and business development roles. My goal now is to land a Big Tech job, primarily in the US market.
A lot of my experience has been in areas like crypto, where FAANG companies don’t have as much of a presence. So I don’t have a deep network of folks who can refer me. What can I do to successfully land a BD role in a large, tier 1 tech company in the next year or so?
There have been issues where another team is not executing properly, so our team needs to lend a lot of engineering cycles to help them fix their issue. This leads to us not having the resources we need to properly do our own work and us sort of owning the components that we helped the other team with as we have now made significant code changes there. Is there a way I can make this relationship between my team and this other team more balanced and less taxing on mine?
I got feedback from my manager that I can do more to increase the scope of my influence within the company, and this involves getting more recognition and visibility from leadership for my projects. How can I do this?
At every Big Tech company, the stack is very custom and a lot of the hard problems are already solved. Because of this, is there a limit to the kind the learning you can get at larger companies (>1000 engineers), which you can bypass by going to a much smaller company (<50 engineers)?
I pretty much interact with everyone else through text-based means, which is all really pronounced in this remote covid era. However, I like to learn from other people directly, talking with them. For example, I'm currently working with a senior full-stack engineer doing things like pair programming and that has been helpful.
What can I do to get more of this deeper learning instead of trying to learn almost entirely through text?
I feel like engineers on my team are all just doing their own thing. I work on the front-end, and when I go into front-end meetings, it seems like nobody has an opinion on how we can improve.
I like working with the people here: Everyone is nice and the overall work/life balance and vibe are relaxed as a result, but nobody is pushing me to get better and I'm not even sure what better looks like. It seems like my manager is fairly removed from the code at this point, so they don't have concrete feedback for me.
I get some meaningful feedback in code review, but not a lot. A lot of the comments are more surface level.
Given all this, what can I do to grow more?
I have worked at Meta my entire career (~5 years). I know that Meta is pretty "startup-ey" among the Big Tech companies, but I imagine that it can't mimic startups entirely and there's unique learning value startups can offer. Does switching to startups give big value to career development?
I know that it's in the company's best interest to lowball you: Is there a way to get around this without burning bridges? I'm wary of doing something like getting a counteroffer, since that feels very aggressive.
Adding on to this: Even though we're a startup, we do have a fairly defined career matrix. We have levels (junior, intermediate, senior, etc) and a performance review every 6 months where levels are reassessed and promotions/raise are given where appropriate. So that's a path that can be taken.
What can I do to get on the radar of senior engineers within the company and build respect for me overall? My company is also relatively small, so I'm fairly close with the CTO as well.
I've been at my current company for many years, and I'm looking for a change of pace. I'm unsure how to bring this up properly with my manager in particular: How do I frame the conversation and when do I have it?
For context, I have a really good relationship with my manager. They were initially an engineer at the company like myself, and they've been with me since I've started.
There are so many changes in the pipeline for my projects every single day - Everyone can bring in what they want to change and what they want to update.
I work on the front-end, and a lot of the time I'll get mocks, start building them out, and then get a big change in assets/copy a few days later. I also present to leadership sometimes and get pretty much feedback that warps the look and feel of the product after I've built most of it out.
How can I make this overall situation smoother?
I'm currently doing my 2nd internship, and I have time to do another one before I graduate (I'm currently doing a traditional ~4 year university Computer Science degree). What can I do to lock in a great additional internship for that last slot?
I have 2 core goals:
Given that, should I work on side projects full-time and apply to incubators or continue doing internships like my current one and doing side projects on the side?
My startup is doing well and there's a high probability of it being worth a large amount and it still has potential for more upside.
What are common regrets from people who left successful companies before their full vest? (And maybe more interestingly, what are regrets from people who only stayed to finish their vest when they wouldn’t have otherwise?) What’s a reasonable discount factor when considering opportunity cost of illiquid equity?
I’d like to be a very senior research engineer in a FAANG company. I’m currently a senior engineer at my medium-sized company but I want to move closer to the research side as a more senior IC. What does it look like to be Staff+ research engineer vs software engineer? How can I build those skills now?
My work is in C (which I do not have much experience in), so if I don’t understand some error that emerges (after ofc trying Google & Stack overflow & my own tests), are you sure it would be appropriate to ask a question around that??
It seems to me that after asking a few questions, my team members may feel that I should be able unstuck myself or that getting myself unstuck is simply a natural part of the process of growing as an engineer.
I'm following the guide in around asking for help after being stuck for 15-20 min, but I worry this might be too frequent.
One of the tips for processing feedback is “to convert it into action items”.
What should you do if you don’t really know what to do with the high-level feedback you get?
Example: I got the feedback that other engineers don’t think that I understand the framework/library we’re working with deeply, not understanding the patterns and whys behind things that we do in our project, not knowing how to use different/“better” patterns.
Unfortunately, they didn’t give me a specific example, so I’m unsure on how to convert this into an action item.
We don't have mentors, so there isn't anybody who can "teach" me, except learning from code reviews, asking to do more pair programming, etc.
My idea would be to study up on “design patterns”/best practices for the framework we’re using, but I’m unclear on if that would really solve the issue.
I work at a small company with only 10 engineers. Since it’s so small, there’s no real feedback culture - We don't have a formal performance review system.
Everything I’m hearing is always positive - Everyone just tells me I’m always surpassing expectations and doing well. However, I know that there's a lot I can improve as I'm an earlier-in-career engineer. I want real feedback so I can get better and understanding the path from junior -> mid-level -> senior: What can I do to start getting this feedback?
At my org, peer review doesn’t exist. The feedback is usually delivered by my engineering manager and sometimes my team’s director. Would love to know how can I take the initiative to start an effective feedback process within my team.
I've been working on a feature in the app for a while now. I completed the project and it's in the review stage right now. Since I've been only focusing on this project, I've become fatigued with it -- I'd like to work on other tasks or priorities for at least a sprint.
I know this feature is a high priority, but I am having a hard time focusing on it. Should I continue to push through? Or could I ask my manager if I can work on something else for a bit then jump back on it ?
I'm a self-taught, aspiring Android engineer, looking to land my 1st full-time role. I have around 4 hours a day to learn software development, and I'm wondering how I can spend my time the most efficiently. Here are the 2 core things I want to understand how to balance my time between:
I'm a completely self-taught software engineer aiming to get a full-time role as an Android engineer. I have no published apps in Google Play at the moment; I'm currently working on a metronome app as I am a musician.
What kind of fundamentals should I know to feel confident, specifically confident enough to apply to jobs? It’s hard for me to feel confident from a non-traditional Computer Science background. I keep doing more and more tutorials and courses to build up my confidence, and it just goes on and on. Is there some roadmap I can follow?
I’ve been doing iOS development for the 3 years I’ve been with my company. Now that I’m trying to become a lead engineer, I’d like to broaden my impact beyond iOS and help with other parts of the stack.
Since I’m a senior engineer, I now have access to other code repositories in the company. How can I start to go beyond iOS and have impact across domains?
I’m a senior iOS engineer at my company which has 8 mobile developers total. I believe there’s a lot of opportunity to better understand how our apps perform and crash – for example, we added Bluetooth support in the app which was buggy, but it was hard to diagnose since our logging is insufficient.
Other engineers on the team are supportive of spending time on this project, but my manager and director want us to stay focused on feature work. We have a queue of features for every engineer for the next 6 months, so there’s no time to address tech debt. They’d like us to hire interns to take on some of the feature work, but that doesn’t give us more time. How can I convince the leadership team that it’s worth spending time on this logging project?
Since I’ve only worked in smaller companies, I sometimes feel uncertain about my abilities as an engineer compared to FAANG engineers. How can I identify the gaps between my current skill set and those of FAANG companies?
I was excited to land a PR that introduced the latest Android frameworks into the app, but I got feedback from my manager that it would add confusion, making it harder for new engineers to onboard into the codebase. My PR didn’t land. How do I avoid this in the future?
Since our company is so small (< 10 engineers), we do code reviews across platforms – so I review iOS and web code even though I’m an Android engineer.
I haven’t gotten any negative feedback on my code review yet, but I want to make sure I’m doing it properly. How can I suggest improvements on other engineer’s code, even if they’re on a different platform, or if they’re more senior than me?
My offer letter had a clause that I’d get a $10K bonus if I did really well. However, “really well” doesn’t seem to be well-defined. What can I do to make sure I get that bonus?
Right now, I’m the only fully dedicated Android engineer in my company. My career goal is to lead a group of engineers, teaching them how to code and helping out with their problems in general. How can I shape my career to achieve this vision?
Back at my previous company, there were levels, so I could create a list of steps to get to the next level. But given that I’m working at an earlier stage company, I can’t really do that. I want to become a senior engineer.
Here are my Top 3 priorities:
Here are the options I'm thinking of:
At my previous company, I proposed adding in some new JWT libraries. However, there was a lot of pushback from the principal engineers about security vulnerabilities in these libraries. We eventually figured out a path forward, but it took a long time - There was a huge back and forth on how to do things right.
How can I optimize future situations like these, so I can set myself up for success at my new company?
Everyone on my team is significantly more experienced than me. I feel a bit intimidated criticizing the decisions that engineers far more senior than me are making. How can I start contributing?
I’m working at a very early stage startup where there is no engineering career matrix, meaning that there’s no formal “Senior Engineer” level/title. What are some attributes of a senior engineer at a more established company like Google/Meta?
Knowing that, how should I tailor my career path - What companies should I work for and what skills should I get to set myself up for success against this goal? Should I continue working at Salesforce or should I go work for a different company?