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

I work mostly with other senior engineers and the tech lead in my team. I discuss any technical stuff, how to implement my projects, what to do next, etc. with them. With my manager, I meet once every two weeks and update what I am doing.

I actually now wonder what's really the role of an engineering manager as tech leads seem to do most of the work in managing the team. Is it to help with people conflicts, hiring, and performance reviews? That doesn't seem like a lot of work.

Hi everyone,

I’m a junior software engineer with about 1.5 years of experience, and I’m looking for advice on how to best incorporate AI tools like ChatGPT, cursor, or similar into my coding workflow.

As a junior, I want to ensure that I’m:

1. Learning and growing as an engineer, rather than becoming too dependent on AI.
2. Improving problem-solving skills by understanding the “why” behind solutions.
3. Using AI to accelerate my workflow without sacrificing code quality.

What are some strategies or best practices for leveraging AI tools as a junior engineer? How do you strike the right balance between using these tools and learning core concepts on your own?

Any insights or personal experiences would be super helpful!

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:

• (a) After sharing a theory, tell Bob that he doesn't have to mention this theory and/or my name during standup
• (b) Only share theories with Bob that I can 100% back up
• (c) Say something to Bob about their past behavioral patterns

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?

Hi,

I recently joined Amazon as a boomerang after a few years here. I am on a newly-forming team that has a few SDEs without a SDM. I've been wanting to get into a SDM role and haven't seen a ton of opportunities internally for switching. I am aware of the differences between SDE and SDM since I've gone through the expectations for each role.

Here are some things I've done on helping grow teams:

• I have experience mentoring 3 junior engineers and helping them grow by taking on more initiative and becoming technically stronger.
• I have experience helping out a junior-heavy software engineering team that was also at it's early stages (I was the most experienced team member)
• I have experience cutting through ambiguity, tracking down the right people, setting up meetings and getting consensus

I just joined a few weeks ago, so I'm aware this is sudden. I'm not sure if an opportunity like this is going to happen anytime soon. I'd like to get others' perspectives if I brought this up to the interim Sr. SDM. Would it look bad if I asked to be my new team's SDM and what sort of consequences could result from this?

I’ve been e3 for about two years. my manager put me for promo last two halves but it didn’t go through .(due to a bunch of reasons which are ambiguous , the feedback I got both times was - you’re doing 4 work but we have a quota) I believe there was some politics involved but that’s water under the bridge.

I’m going to reach e4 end of this half. I’ve lost trust in my management chain. I do think my team may have good opportunity and everything else is good but I don’t think my manager is invested in growing me.

I’m very ambitious and would like to get to e5 asap. What would be good ways to set myself up for success?

I’m considering leaving a startup because of 2 things I’ve seen on Taro:

1. faang+ as a long term investment in your career
2. .

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

  • I like not just spending 80% of my time heads down coding and that may be possible and expected right away in big tech, no need to be a manager

• 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

Priorities 2019

• Supportiveness of team

• Growth opportunities

• Company prestige

• Maximum outcome (Risk)

• Compensation

• Company ethics

• Product space

• Technical space

• Work-life balance

• Level/title

• Benefits

• Location

• Stability

• Remote work

Priorities 2023

• Supportiveness of team +0

• Work-life balance +7

• Compensation +2

• Company prestige -1

• Growth opportunities -3

• Stability +7

• Company ethics -2

• Remote work +6

• Level/title +1

• Benefits +1

• Location +1

• Product space -5

• Technical space -5

• Maximum outcome (Risk) -10

Taro priorities video is

Startup Stats

• 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

• Growing industry

• 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***

FAANG+ Offer

• L4 equivalent

• 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

Questions

1. 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.

2. 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.

3. 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 )

I have been working on writing a case for my promotion and one of the biggest challenge that I face is bragging about my own achievements. I took the advice from Rahul's other post and started keeping a daily todo/brag doc. Its a bullet point list of things that I do on the daily basis and has been helpful.

But when it comes to creating a full blown promo case, I feel there is a need to focus on the impact and actions in a more verbose way and I really struggling with that. Maybe I need to learn more documenting skills.

Any suggestions or even resources I can refer to improve my writing skills would be appreciated.

A quick TL;DR of my career, I started off at Lockheed Martin doing Linux C++ and Java development with a bit of SRE work building out Jenkins+Docker CI/CD infrastructure for my team. I then went to do frontend web development on Google Cloud. However, after around eight months, I wasn't too confident on my trajectory within the team, so I moved over to a team outside of Cloud. In this role, I did Android development with some C++ backend work mixed in. Looking at my background, I've worn several hats and more or less had multiple different roles during my ~4 year career.

This is all because I care more about the end result of my work instead of the work itself. The language, tech stack, etc that I am using is not what gives me fulfillment. Unfortunately, it seems like I'm getting punished for this mindset, as every employer wants someone who has been using the same stack their whole career. It's not surprising given how recruiters and anyone in the hiring process is seeking to find any reason to say "No" to you. They have become adversaries that one has to take down, since passing Google's hiring bar now no longer carries weight. Each interview I fail to pass just appears to perpetuate a narrative that I was nothing more than a COVID overhire and deserved to be laid off.

Is there a gainful role out there for me, or am I going to just have to settle for some dead-end job that will just drag these career woes on?

Hi everyone,

I’m a mid-level engineer with 2 years of experience working in a DevOps/Infrastructure role. While I haven’t had as much hands-on coding experience, I’ve had some exposure to microservices and am actively working on sharpening my software engineering skills. Currently, I’m preparing for interviews to break into FAANG or other Big Tech companies, but I’m also exploring opportunities at Series A/B startups and wondering which path might better align with my long-term career goals.

Specifically, I’d love to hear your thoughts on:

• Skill Development: Would a startup provide a faster learning curve and more hands-on opportunities compared to a structured role at FAANG? Or would Big Tech offer better resources, mentorship, and exposure to large-scale systems?
• Career Growth: How do employers perceive experience gained at startups versus FAANG when switching roles in the future? Is one path more advantageous than the other for moving into leadership positions or more technical roles down the line?
• Tradeoffs: What are the main downsides of working at a startup (e.g., workload, instability, limited mentorship) compared to FAANG (e.g., specialization, slower growth)?
• Evaluating Startups: If considering a startup, what criteria would you use to evaluate whether it’s a good opportunity (e.g., team, funding, market potential, culture)? How do you identify startups that offer the best environment for growth and learning?
• Personal Experiences: If you’ve worked in either environment, how did it shape your career trajectory?

I’m trying to balance the potential for accelerated learning and impact at a startup with the stability, brand recognition, and structured career growth offered by FAANG. Any insights, advice, or personal stories would be super helpful!

Thanks in advance!

I'm an Android engineer working on an infra team, and like every other Meta E4, I am working towards the E5 promotion. Because of this, I'm spending a good amount of time building up the non-coding skills needed for the people/direction axis, doing things like XFN alignment and project management.

My question is how "all-in" should I go developing these behaviors: How much of an engineering excellence commitment do I still need to maintain? How often should I still be landing diffs?

Hi All,

I have a situation, can you help me on how you'd navigate it?

I have a potential project idea that has staff level scope.

There's a pain point across our company and this project would help the entire company.

I want to lead this project because it'd be a tremendous opportunity for my growth.

Given that I'm mid-level and lack of experience leading projects, I fear ownership of the project will be given to someone else to lead if I speak on it. This project shouldn’t be done in silo, this project needs to be part of the engineering priority because it will span across multiple teams.

Can you help me navigate how to maintain ownership/lead this project?

Every time I'm assigned to a new ticket. I feel really anxious and afraid of asking questions because I don't know anything about it.

This led to procrastinating and making zero progress during 2 - 3 days.

Has someone else experienced this? How did you overcome it?

Hi, is cover letter still able to raise the likelihood for an applicant to stand out and get hired these days? And if it does, what is the high quality ones look like? Thanks!

The product I support breaks often and I've been the go to individual to resolve internal fires. Addressing them takes time away from tackling more impactful tasks, and it's beginning to affect my output. My team doesn't find such infra issues as priorities so fixing them gets little visibility and I'm concerned this will have a negative impact on my PSC. How do I balance this properly?

What is the difference between the product role and the infrastructure role at Meta? A recruiter reached out to me, but I'm not entirely clear on which position would be more suitable for my background. I followed up with the recruiter, but I still haven't received a solid explanation of the differences. With 10 years of backend experience, I want to ensure I make the right choice.

I was recently approached by a recruiter to interview for Bytedance, Singapore.

My DSA skills are rusty, not having interviewed in over a year. The primary language I use at work is Golang, but I do not think its good for DSA interview rounds as it has limited in built data structures. Earlier I have given interviews in Java but I have not touched it in a year.

Given I have 3 weeks to prepare for the DSA Coding rounds, should I consider learning Python as I have "heard" that its the preferred language and faster to use in coding interviews?

Given I have to ramp up on my leetcode and learn python, I feel this might be setting myself up for failure. Would like suggestions on how to think about this.

So if the bar is lower at non-FAANG companies that means if you take longer to complete a task or lead an initiative that takes a little longer won’t that be something that gets exposed quickly and it indicates you’re not ready to operate there?

What’s the right mentality to be able to build your stories authentically for interviewing for FAANG companies where the bar is much higher and frankly seems to be less room for error? Do I go and get a mentor who can basically ask me to go into detail for how I went about projects and analyze interactions and learn how to think about this stuff so I actually can push myself to work faster or operate at a high level at my current job?

• What do you do to find someone to mentor?
  • Anything that's worked really well?
  • Anything that's not worked well?
• What do you do to qualify a potential mentee to make sure both you and they will be successful?

I recently saw a talk by someone L8 at my company. They believe everyone should mentor someone. It's not only a great way to improve at growing others, but also a great way to grow yourself.

So I'd like to try it out but am not entirely sure how to get started.

P.S. Yes, I've Googled this already. Asking a more vague question here because I've found all you tend to give really good insights that I'd never think of even asking for.

I feel too much like a generalist.

I'm able to scrap something together with the new technologies that come up in my job. However, I never quite feel like an expert at anything. I have three years of experience, two of which were spent in a college rotational program where I switched teams every 6-9 months. When should I start to feel like an expert at certain things, if ever?

To give an idea of some of the things I have worked on/with:
Android / AOSP platform dev, OpenGL, debugging network issues, C++ middleware, testing frameworks

What are common limiting beliefs that you all believe software engineers have that aren't true that typically cause them to hold themselves back or causes them to not progress as quickly as they'd like?

I would assume that at each stage there are some beliefs that we have that cause us to not progress, I am currently most interested in SDE2->Senior, but would also be interested in hearing other common limiting beliefs to progress past senior as well!

Hi Taro Community,

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

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

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

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

Thank you for your help.

I have been working as a backend engineer for almost 3 years now as a self-taught engineer, and I've enjoyed this field a lot as I go deeper into system design and strengthening my CS fundamentals as I don't have any CS background in university. In my previous 2 companies, I've got good reviews from my peers and managers, and currently I'm in a team where I'm the only woman and also the youngest.

From networking and discussions, I understand that I am super fortunate to have the current position that I have and I have a lot to be grateful for because I manage to be entrusted with a really big end-to-end project and be equivalent to my peers who are much more senior than me.

However, I'm just tired because every time I need help for brainstorming and pairing, my peers will help me, but not without bragging themselves in the end ("how come you don't know this?", "I managed to be able to do this for the 1st time", etc). Also, I sense some hesitation from my peers to ask me questions (at least publicly in group chats), even for projects that I've done in the past and for which only I have the contexts. I sense this because my peers would only ask me through private chats and sometimes they would even go to the length of asking their other peer who would then ask me because he doesn't know the answer

I really hope that it's an issue with my performance, because then I can fix it, but sometimes I can't help but wonder if it's because of my gender and age and they just don't wanna look more "incompetent" than a "woman" and a "junior". Everytime I do something good outside of work such as becoming a tech speaker or teaching a bootcamp and I share it, I feel like I'm being shot down with words such as "I've done better than that", "Why did you even take up that speaker gig? Are you pretending to be a senior?". I mean, what's with the bragging? The insecurities? If you're more senior than me and you have more experience than me, of course they all look simple to you. There is no need to bring people down when they're trying to grow.

Adding more salt to that, they often joke with stuff such as "I still have slots for 3 more wives" "Why are you not married yet? The rest of us are married already, you don't wanna be an old spinster" and sometimes they would talk in detail about what they do with their wives that morning. All of these are wearing me down and make it hard for me to focus on my job and my passion, which is the tech stuff. I'm scared and uncomfortable of bringing this up with my manager and my HR because I'm scared of being labelled "sensitive" and "weak" for being offended by things like this because of the culture that I'm from. The minority of my coworkers (who are males) have actually noticed this problem and have shared their concerns too with me, but it seems that my manager doesn't want to acknowledge this problem at all and he thinks that it's all perfectly normal and just a banal banter. How should I proceed with this? Any advice? (preferably from females who have gone through this and succeeded in thriving through this). I would like to switch companies as soon as possible, but given the current market and I only joined this company for less than 7 months, I don't think quitting now is an option

I am an L4 engineer with decent knowledge of my team's stack.

What are some actions I can take to meet expectations in my current role for the next few years, while minimizing the amount of time I spend on work?

Given that I'm not shooting for a promotion, does that change how I should approach relationship building with senior folks on the team? There is a lot of advice on Taro about relationship building, but it appears to be aimed at folks who wish to promote quickly.

I'm in the process of transferring teams right now.

What topics should I discuss with my new manager in our first 2-4 1-on-1s?

Topics that come to my mind:

• Working styles
• Strengths, weaknesses, interests
• Career goals
• Onboarding expectations (30/60/90 days)
• The team's mission / goals / KPIs
• Things on the manager's top of mind
• People to meet with / get to know