Signs Of A Bad Engineering Manager: Reactive vs. Proactive

This segment emphasizes the importance of proactive leadership in engineering management and critiques the pitfalls of reactive behavior. It explores how great managers shield their teams from chaos, plan strategically, and take ownership rather than deflecting blame.

- **Proactive management reduces team thrash**: A strong engineering manager provides stability by creating clear plans and resisting frequent directional changes, which reduces mental fatigue and improves execution.
- **Poor planning leads to unrealistic deadlines**: Reactive managers often fail to properly estimate scope, ignore hiring timelines, and overlook time off or unforeseen absences—resulting in last-minute pressure on the team.
- **Deadline stress is often preventable**: Many deadline issues stem from a lack of foresight rather than actual resource scarcity. Better forecasting and preparation can avoid overburdening engineers.
- **Accountability is critical**: Managers who shift blame to upper leadership while ignoring their own responsibility to protect the team demonstrate weak leadership. Managers are expected to advocate for their team’s bandwidth and well-being.
- **Good managers don't just "pass down" orders**: While managers may not control strategic directives from above, they are responsible for how those directives affect their teams—and they should take action to manage that impact effectively.

What To Do If Your Manager Seems Detached

This segment addresses the common experience of feeling disconnected from a manager and provides tactical advice for becoming more visible and driving engagement in that relationship. The message is rooted in realism: most managers are overwhelmed, and visibility must be earned through structured communication.

- **Managers often appear detached—not maliciously, but due to bandwidth**: With many reports and constant demands, a manager may not track every individual’s progress or struggles unless the impact is urgent or visible.
- **Visibility must be self-driven**: It's essential to lower the "activation energy" required for a manager to know what’s going on. Regular updates make it easier for them to stay engaged and supportive.
- **Weekly written updates are powerful**: Creating a consistent cadence of updates helps establish a communication rhythm. These should include:
  - *Top of mind*: What’s currently being prioritized.

  - *Priorities*: Key goals from the current or past week.

  - *Actions*: Clear tasks being worked on, by either the employee or the manager.
- **Proactive documentation helps managers help more effectively**: Preparing and sharing this structure before one-on-ones gives the manager context and allows for more productive, actionable feedback.
- **Taking initiative builds influence**: Instead of expecting a manager to chase progress or identify gaps, the individual contributor can shape the relationship by driving clarity and making collaboration easier.

Engineering Manager Feedback Example: Good vs. Bad

This segment provides a powerful comparison between poor and effective feedback in engineering management, particularly around the challenge of slow code review cycles. It emphasizes how quality feedback should be empathetic, actionable, and grounded in broader principles to foster growth.

- **Bad feedback is vague and unhelpful**: Simply stating “your code isn’t merging fast enough—fix it” lacks empathy, specifics, and any guidance on how to actually improve the situation.
- **Good feedback is empathetic and constructive**: The improved example acknowledges the *team’s* perspective, suggesting the engineer break up large diffs to make reviews easier and faster, thus benefiting everyone.
- **Actionable steps are clearly defined**: Rather than just pointing out a problem, the feedback offers a tangible next step—submit smaller, more digestible diffs.
- **Feedback includes operating principles**: It reframes code reviews as a shared team activity, encouraging engineers to think like editors and consider the reviewer experience—empowering them to continuously improve without needing micro-managed lists.
- **Nuance and context matter**: Effective feedback often requires more thoughtful, detailed communication—brevity shouldn’t come at the cost of clarity or support.

One Of Management’s Hardest Tasks: Properly Giving Feedback

This video explores the complexities of effective feedback in engineering management, emphasizing the balance between honesty and empathy. It also highlights how mentoring approaches must evolve based on the experience level of the engineer receiving feedback.

- **Honest feedback is essential for growth**: Engineering managers must avoid both extremes—being overly harsh or too protective of emotions—and instead aim to deliver candid, constructive feedback with empathy.
- **Empathy does not mean avoidance**: Withholding critical feedback to preserve feelings can be detrimental to an engineer’s development; it’s important to be honest even when the message is difficult.
- **Good mentorship goes beyond directives**: Effective managers explain the *why* behind advice, helping reports internalize the underlying principles rather than just follow instructions blindly.
- **Tailor feedback to experience level**: Junior and mid-level engineers often need clear, actionable advice, while senior engineers should be given higher-level guidance and trusted to translate it into execution independently.
- **Mentoring is a skill that evolves**: The ability to adjust mentoring style across a range of experience levels is a key marker of a strong engineering manager.

The Engineering Manager "Partner In Crime": The Tech Lead

This video explains the essential partnership between an engineering manager and a tech lead in high-performing engineering teams. It emphasizes how effective delegation, complementary strengths, and role clarity between the two can drive both team productivity and individual growth.

- **Strong engineering managers have a “partner in crime” tech lead**: Effective managers often work alongside tech leads who handle the majority of technical responsibilities, allowing the manager to focus on team support, operations, and growth.
- **Clear level pairing by role**: At Facebook, there’s often a leveling alignment—e.g., M0 managers paired with L5 (senior) engineers, M1s with staff (L6), and M2s with senior staff (L7)—ensuring balanced responsibility and decision-making.
- **EMs stay hands-off but connected**: Engineering managers are expected to stay informed on technical topics but are not expected to be hands-on with code or architecture decisions.
- **Tech leads drive technical execution**: Responsibilities like leading engineering meetings, driving design reviews, setting development processes, and ensuring engineering culture are primarily handled by the tech lead.
- **Shared mentorship responsibility**: While managers typically mentor through one-on-ones, tech leads also provide mentorship, especially for junior and mid-level engineers. This dual support system ensures continuity and growth even when the manager is unavailable.

The Best Managers Acquire Power To Give It Away

- Even though the manager is an authority figure, the best engineering managers *acquire power to give it away*.
- What this means is they will establish ownership over a space and then give control of it to an engineer on their team to help them grow. This is especially important growing engineers to senior levels and beyond.
- By making the engineers on the team share authority, the team becomes more resilient, so that it doesn't collapse when the manager is out.
- Alex's Instagram example:
  - The oncall in his org was very weak and unhealthy.
  - His manager got the ball rolling and collected a working group of senior+ engineers and managers to align on the problem and agree to solving it.
  - After his manager established a sphere of influence here, they handed it over to Alex to lead the entire effort and successfully revamp the oncall system for ~25 mobile engineers.
  - Manager easily could have led this effort themselves but chose to delegate to Alex, so that he could build authority in this area.

Related resources:
- ["Why would a senior make themselves replaceable?"](https://www.jointaro.com/question/b5eUTVq4m9ANQ5QCUc3q/why-would-a-senior-make-themselves-replaceable/)
- [Why Great Engineering Managers Are Like Captain America](https://www.jointaro.com/lesson/a9s0fUXIWxm8sPigvXnL/why-great-engineering-managers-are-like-captain-america/)
- [What Makes A Truly Great Tech Lead - A VP of Engineering's Perspective](https://www.jointaro.com/lesson/uHqZZ15SK19MatEvLSO6/what-makes-a-truly-great-tech-lead-a-vp-of-engineerings-perspective/)

The Cardinal Sin Of Management: Micromanaging

This segment outlines why micromanagement is a hallmark of poor engineering leadership and how effective managers empower their teams instead of controlling them. It offers a comprehensive look at how hands-off, trust-based leadership enables better team performance and growth.

- **Micromanagement is a red flag**: Hovering over engineers’ work or constantly asking for status updates wastes time, erodes trust, and stifles ownership.
- **Effective managers lead through trust and empowerment**: Autonomy allows engineers to make decisions and own outcomes, with structured check-ins (e.g., weekly or bi-weekly) to stay aligned.
- **Staying out of technical weeds is critical**: A manager's role should focus on people, not code reviews, engineering meetings, or day-to-day task assignments—those should be handled by tech leads or the engineers themselves.
- **Micromanagement creates systemic risks**: It builds dependency, slows down team velocity, and makes the manager a single point of failure. If the manager leaves, the team may lack the tools or confidence to function independently.
- **Lack of trust leads to poor career growth**: Engineers under micromanagement are less likely to take initiative or learn leadership skills, hindering their path to promotion and long-term development.

How Top Tech Companies Handle Management Transitions Differently

This video highlights the nuanced and often sensitive dynamics of engineering manager transitions within tech teams, using Facebook as a case study. It explores how both internal promotions and external hires can be challenging and how strong companies approach the shift with transparency and collaboration.

- **Internal promotions can create awkward dynamics**: When someone from a team of peers is promoted to manager, the shift in role—especially around performance reviews, compensation, and trust—can feel uncomfortable.
- **External hires lack context**: Bringing in a new manager from outside the team can also be disruptive, as they need time to understand the team’s dynamics, working styles, and personalities.
- **Facebook uses a “team consent” model**: At Facebook, any potential new manager—whether internal or external—essentially interviews with the team they would manage. The team's agreement is required before finalizing the transition.
- **Two-way relationship emphasized**: It’s not just the company or leadership choosing a manager; reports also have a say in who manages them. If someone objects, alternative reporting arrangements can be made.
- **Manager-report alignment matters**: The process underlines the belief that management relationships must be mutually respectful and compatible in order to be effective.

What Too Many Companies Don’t Get: Management IS NOT A Promotion

Most tech companies have no idea what they're doing when it comes to engineering managers and overall leadership culture. One of the clearest ways this is reflected is how engineering manager is positioned within the company hierarchy.

Here are the core points:

- **Management is NOT a promotion** - Becoming an engineering manager is about adding value to the overall engineering in a different way. It's not about "moving up" or "controlling the engineers". *A trademark sign of bad companies is that they position the switch into management as moving up the corporate ladder.* The problem with this is that employees then switch into management for the wrong reasons, chasing money and power. This leads to an unhealthy dynamic between engineers and manager as engineers are "beneath" the manager, usually leading to the manager treating them as expendable and burning them out.
- **Top companies have separate SWE and EM tracks** - In companies like FAANG, both staying as an individual contributor (IC) software engineer and becoming an engineering manager are valid career paths with the same ceilings. This means that for every management level (manager, director, VP), there is an equivalent software engineering level with a similar amount of compensation.

Related resources:

- [How Do Effective Engineering Leaders Help Their Teams Achieve More?](https://www.jointaro.com/lesson/xGJDCG7VL4hcZaq5XL92/how-do-effective-engineering-leaders-help-their-teams-achieve-more/)
- ["What do career levels structure in big tech company look like? What are the responsibilities for each level?"](https://www.jointaro.com/question/qV5oikdcgs4GWmGeousX/what-do-career-levels-structure-in-big-tech-company-look-like-what-are-the-responsibilities-for-each-level/)

Signs Of A Healthy Manager 1 on 1 Meeting

- **Golden standard**: Weekly 30-45 minute meeting
  - Bi-weekly can be okay, but weekly is ideal. Anything less frequent than bi-weekly is a red flag.
  - This should be recurring and scheduled, not ad-hoc.
- The meeting should feel proactive instead of reactive.
  - Reactive 1 on 1s happen when the meeting has no agenda beforehand.
  - The discussion should be focused and talking about future themes for you and your career like growth and career goals.
- The meeting isn't purely tactical: This is a time for you and your manager to build trust and get to know one another.
- The time should feel "awkward". Some "awkward" areas include:
  - Honest feedback
  - Emotions 

Related resources:
- [1 on 1s Are The Time To Be Awkward](https://link.jointaro.com/kuS9keFuUwRJk9rSA)
- ["How do I help my manager (who is also my mentor) be a better manager and mentor?"](https://link.jointaro.com/72SzjBb9HW1S46Dx8)
- ["How do I create a growth plan with my manager/mentor and what should it include?"](https://link.jointaro.com/fude3eS1nJwcMSp9A)

Your Great Engineering Manager Will Eventually Leave You 🥺

Even when a highly capable and supportive engineering manager is found, the relationship often has a built-in expiration date. This video explains why strong EMs tend to move up quickly and what that means for their reports. Here are the core points from the lesson:

- **Great EMs focus on long-term growth**: A strong manager prioritizes their engineers' success, fostering an environment that supports both team and individual development.
- **Fast career growth is common for top EMs**: Exceptional managers are often promoted quickly, typically within 1–2 years, due to their high impact and leadership abilities.
- **Promotion changes reporting structure**: When promoted to senior engineering manager, EMs typically move from directly managing engineers to managing other managers, altering team dynamics.
- **ICs often lose direct access**: Most engineers will start reporting to a new manager, while their original EM becomes a “skip-level” manager—only senior ICs may continue reporting directly.
- **Disruption of strong relationships**: The transition can be disheartening for ICs who thrived under the original EM, especially when that connection was key to their growth.

The Rare Insight Top Tech Companies Have About Engineering Managers

Most engineering managers [EMs] are bad and aren't much more than glorified, overpaid whip-crackers. Here's what the world's best tech companies realize about engineering management that other companies don't.

Here are the core points:
- **Good EMs think long-term** - It's really easy to burn out the team for short-term gains, just working them harder and harder so everything ships quickly. However, this isn't hard to do and sacrifices the future of the team. Teams run this way eventually reach a state of weak productivity due to high turnover and completely drained engineers. Good EMs strive to operate their teams in a sustainable way, taking care of their engineers while also pushing for velocity.
- **Good tech companies hold EMs accountable** - In particular, EMs are expected to uphold the overall health and integrity of their teams. Companies like Meta explicitly score managers on how well they are able to give their engineers growth opportunities, preserve their work-life balance, and shield them from thrash so they have the focus to execute.

Related resources:
- [[Masterclass] What Software Engineers Should Look For In Their Engineering Manager](https://www.jointaro.com/lesson/oeY7ncZhzJ5NO6dij5e7/masterclass-what-software-engineers-should-look-for-in-their-engineering-manager/) - The full video where this clip was taken from
- [How Do Effective Engineering Leaders Help Their Teams Achieve More?](https://www.jointaro.com/lesson/xGJDCG7VL4hcZaq5XL92/how-do-effective-engineering-leaders-help-their-teams-achieve-more/)
- ["How do I figure out whether I should stay as an IC engineer or explore management as an EM?"](https://www.jointaro.com/question/Y6qIop9wpOlCYUL0nGs0/how-do-i-figure-out-whether-i-should-stay-as-an-ic-engineer-or-explore-management-as-an-em/)
- ["What are the commonalities and differences between tech leads and engineering managers?"](https://www.jointaro.com/question/c3MLGlkQgOQ6OUHANAxT/what-are-the-commonalities-and-differences-between-tech-leads-and-engineering-managers/)

This Is Why Most Engineering Managers Are Terrible

Let's not mince words: Most engineering managers suck. But why is that? This video covers:

- Why the incentives don't align between engineering managers and engineers
- What the best tech companies like FAANG do to make their engineering managers not suck (i.e. make them align the incentives between management and ICs)
- How the absolute best engineering managers balance the responsibilities of leadership with the needs of their team in a healthy way

To learn more about the software engineering -&gt; engineering manager transition, check out our playlist: [\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)

Why Becoming A Good Engineering Manager Is So Hard

Becoming an engineering manager (EM) is a major career shift that’s both difficult to achieve and hard to excel at. This video outlines why the role is rare, what background is typically required, and how drastically different it is from being a software engineer.

- **EMs are in short supply**: The pool of strong engineering managers is even smaller than that of strong engineers, making it hard for companies to hire great EMs.
- **Strong engineering background is essential**: Most capable EMs started out as senior or staff-level engineers, often operating as tech leads before transitioning into management.
- **High entry barriers**: Given the requirement for both technical excellence and people skills, very few engineers are qualified to move into the EM role.
- **Only 20% skill transfer**: On average, just a fifth of the skills from a software engineering background apply directly to engineering management—making the job feel brand new.
- **Steep learning curve**: Many new EMs are surprised at how little their past experience as engineers prepares them for the demands of management, which requires a vastly different skill set.

Related resources:

- [\[Taro Top 10\] Software Engineer To Engineering Manager (IC -&gt; M Track)](https://www.jointaro.com/playlist/oz0mnJvHHgM8NfVF7rgp/)
- [\[Case Study\] Mentoring Junior SWEs \[E3\] to Senior \[E5\] In Just 2.5 Years At Meta](https://www.jointaro.com/lesson/EX9563YnxcJb62cCmetg/case-study-mentoring-junior-swes-e3-to-senior-e5-in-just-25-years-at-meta/)

This Is How Software Engineers Should Initially Learn

- Learn depth-wise initially, and then you can go breadth-wise after you become a very established senior engineer.
- If you don't know what you're passionate about, try a bunch of things out (go for breadth) until you find that passion.
- After finding your passion, go deep on it.
- You need to commit a long period of time to just 1 thing initially, so you start learning fundamentals as opposed to tech stack-specific tactical pieces.
- *You will eventually realize that all tech stacks are the same in many ways* - All languages and tech stacks share a common set of fundamentals. You will not get to this state if you switch stacks every year.

Related resources:
- [How The Best Software Engineers Learn A Tech Stack - The Lego Model](https://www.jointaro.com/lesson/9cVK5zsAQstbTCc1wrWx/how-the-best-software-engineers-learn-a-tech-stack-the-lego-model/)
- ["How do you get more independent?"](https://www.jointaro.com/question/FUP3gHb7rv9CXc84LaKn/how-do-you-get-more-independent/)
- ["How can I write great code faster?"](https://www.jointaro.com/question/ciE9a2TZ7rZNyYP8HbeJ/how-can-i-write-great-code-faster/)

Creating A Portfolio That Makes Recruiters Come To You

Building a personal portfolio looks nice and feels good, but it *rarely* helps engineers find jobs. In this video, we cover how you can truly stand out as a software engineer and make the jobs come to you (instead of the other way around).

Here are the core points:
- Building a portfolio website can be a nice exercise, but don't spend too much time on it. *Don't expect to get any inbound recruiter reach outs due to your portfolio site*. There is no real central repository of them that recruiters browse.
- In terms of what recruiters do browse, it's primarily LinkedIn. If you have this portfolio energy, it's much better spent polishing your LinkedIn profile instead.
- At the end of the day, a portfolio website is resume++. This means that your foundation is still your resume: Make sure your resume is *extremely* sharp before you even consider building a portfolio website.
- Alex found a lot of success having his Google Play developer page be a portfolio as it hosted real, verifiable products on it. Since his side projects got millions of installs combined, he's gotten reach outs from top companies like Uber, Square, and Instacart through his Google Play developer email.

Related resources:
- ["What technologies or stacks should I create a project to add in my resume for entry level software jobs?"](https://www.jointaro.com/question/c0DiG5ureLbkZ1mKD9Rf/what-technologies-or-stacks-should-i-create-a-project-to-add-in-my-resume-for-entry-level-software-jobs/)
- ["I want to land a job in a big tech as a SWE - How to do it?"](https://www.jointaro.com/question/MWJfUBnnUr8CKYFCO8bp/i-want-to-land-a-job-in-a-big-tech-as-a-swe-how-to-do-it/)
- ["Can Github stars grab big tech recruiters' attention?"](https://www.jointaro.com/question/XaUn4XuIBMSmrr5fcHIT/can-github-stars-grab-big-tech-recruiters-attention/)

How To Get FAANG Interviews

Getting into FAANG is the dream of most software engineers in the world. However, it's much easier said than done, and there's a lot of misinformation about what Big Tech companies look for in interview candidates.

Here are the main points from the video:
- **It's near impossible to break in as a junior dev** - The demand (i.e. the number of junior engineers looking to break into FAANG) far outstrips the supply (the number of L3 and SDE 1 level FAANG openings). If you don't have a warm lead like a strong referral, a DEI program you qualified for, a Big Tech internship to covert, or a career fair at your prestigious university, you can easily spend hours applying into a black hole. *If you've already tried many times and you can't get in, just stop.* 
- **You don't need to get into FAANG right now** - Your career is a marathon, not a sprint. You can get into FAANG later in your career; don't compare yourself to others who made it in early and become obsessed with Big Tech. Focus on growing yourself as a software engineer, and you will eventually make it in.
- **Get past 2 YOE** - If you live in a relevant geography (e.g. SF Bay Area, London) and have more than 2 years of experience, Big Tech companies will generally start reaching out to you. This is because hiring junior engineers is very risky, and Big Tech generally likes to rely on converting interns to fill out that pool. Once you cross 2 YOE, you are considered mid-level and a more worthwhile hire.
- **Build massive side projects** - There is one "nuclear" level you can pull if you really want to get into FAANG ASAP, and that's making a side project with 10k+ users. Alex was able to do this, and he knew a few college dropouts who got into FAANG early doing the same. [Here's our masterclass on how Alex built side projects with 500k+ users](https://link.jointaro.com/fGuprKS4HT7VpVBL9).
- **Make major open-source contributions** - Big Tech has very strong open-source culture, so they have a lot of public libraries you can contribute to on GitHub. They monitor the pull requests into these libraries for potential talent, and many engineers get in that way. However, this is much easier said than done, and side projects are generally more approachable for junior software engineers.

Related resources:
- [The Pros And Cons Of Working At FAANG And Big Tech](https://link.jointaro.com/bw1bEKRxmZPXKiQP9)
- ["What technologies or stacks should I create a project to add in my resume for entry level software jobs?"](https://link.jointaro.com/A9Vugp1jcNQEsvaMA)
- [How To Ace Your Big Tech Interview [Data Structures & Algorithms]](https://link.jointaro.com/iTNxPCvkdGite4wT9)

Balancing Time Between Your Job And Self Learning

Many engineers hear about personal projects (side projects) as a way to accelerate career growth but are confused about how to allocate time for these projects. This video covers a few strategies to balance time between your day job and self-learning. 

1. **Avoid a Binary Approach:** Don't view your day job and side projects as completely distinct: ideally, the work you do in one is good for the other. This can manifest not only in terms of the skills you're building, but also your enthusiasm for writing code or understanding a domain in more detail. Productivity and fulfillment are often maximized when one can excel at work and pursue personal projects simultaneously.

2. **Learning Integration:** Integrate your learning from both day job and personal projects. The knowledge gained in one domain can be applied to the other, so you become better at both!

3. **Effective Self-Learning:** Passive content consumption, such as watching videos or reading blog posts without active engagement, is ineffective for learning. Instead, explain concepts to others or build something to truly benefit from self-learning.

4. **Company-Career Mismatch:** In larger organizations, the company's objectives may not always align with individual career goals. The responsibility for your personal career growth is yours -- don't delegate this to the company! That's why you need to invest in self-learning and personal projects to build the skills and experiences necessary that are best for you.

5. **Enjoyable Self-Learning:** Instead of focusing on the balance between work and personal learning, find ways to make self-learning a fun and fulfilling experience. Common ways this manifests: hitting the publish button, seeing the download count on your app go up, or seeing comments on a blog post you wrote.

Like most things career-related, you should take a proactive approach to career development. Self-learning is no different!

Related resources: 

- [\[Masterclass\] How To Build And Grow Tech Products To 500k+ Users For Free](https://www.jointaro.com/lesson/OEuX0KMhcnNSTJ50Voee/masterclass-how-to-build-and-grow-tech-products-to-500k-users-for-free/)
- [How should I set time apart for learning new things?](https://www.jointaro.com/question/FjmcvlTJYssSd5wH2pij/how-should-i-set-time-apart-for-learning-new-things/)
- [How Long to Crank Out a Decent Side Project?](https://www.jointaro.com/question/QA6lCGdPpwAd3xRrpjZ7/how-long-to-crank-out-a-decent-side-project/)
-

Strategies To Stop Procrastination

Procrastination: We all become masters of it in school, and for almost all of it, this terrible habit will continue long into our careers. This video covers how you can combat procrastination and maximize your work productivity.

Here are the key points from the video:

- Break down your overall goal into smaller pieces and strive to do just 1-2 pieces of it per day.
- Write things down! Clarity leads to action.
- After every week, reflect on how you spent your time.
- Find an accountability partner. Pair with someone else and commit to sharing progress updates with one another every single day. This social pressure will motivate you to do work as you don't want to be the person going into that meeting with no progress.
- Introspect and ask yourself if you're truly excited about the thing you're doing. If you're not, you might need to find that true passion.

Related resources:

- [\[Masterclass\] How To Manage Your Time Optimally In Tech And Achieve More Results](https://www.jointaro.com/lesson/rnX9EKpzc43TgGW9MozG/how-to-manage-your-time-optimally-in-tech-and-achieve-more-results-792021/) 
- [A Powerful Tool For Software Engineer Productivity - Focus Blocks](https://www.jointaro.com/lesson/uGdn2AiDfn3B07FkpIVR/a-powerful-tool-for-software-engineer-productivity-focus-blocks/)
- ["How do I optimize my sacred hour at work?"](https://www.jointaro.com/question/l8dzUVTu99CahofQsYAi/how-do-i-optimize-my-sacred-hour-at-work/)

Tech Career Growth Videos

Our instructional videos provide software engineers with insights needed for career growth. Masterclasses go incredibly in-depth on a specific tech topic while case studies are real examples from established engineering leaders.