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

I want to take an honest shot at tech entrepreneurship in a few years. As I'm working on developing behaviors expected at Staff-level, I want to specifically focus on skills which will help me become a good entrepreneur down the road. Feel free to mention skills that map to any other level or where level doesn't even matter, as long as they relate to tech entrepreneurship.

Hi Taro,

I'm cross posting this from the premium slack because it was raised that the answers might help the broader community.

I work for a small company - the engineering org is approximately 60-70 people all told. The company is about a decade old, but has grown more recently, and I joined the small SRE/Developer Tooling team within the last year. Historically, the company has operated at a relatively slow pace, and followed practices that are, politely, out of date. Just to give an example of the kind approach the company takes:

• We operate out of a single AWS Region, with no DR or failover capabilities
• infrastructure was provisioned ad-hoc and manually, with effectively no Infrastructure as code
• Developers would typically bypass deployment pipelines to manually update files or run commands, even for production systems
• QA is primarily manually performed for our SaaS application. There is some automation, but this is something that QA runs and checks the output, instead of automatically tracking the output in some way.

In my role, I've been pushing for change where possible, trying to evangelize the better ways of working, such as Infrastructure as Code, logs sent to a centralized location like Splunk, and deploying to other AWS regions to assist in both regional lag and general DR/failover concerns.

Thankfully, there's definitely some purchase there by leadership, at least on a high level, as they're generally receptive to these changes and recognize that they cannot continue with the same old practices. However, this mentality doesn't appear to be flowing through to the rest of the engineering organisation. My team and I are repeatedly asked to revert changes we've made, often because developers are merely used to the way things used to be, or because PMs/teams want to stick to a schedule or speed that was only possible via shortcuts (such as manually provisioned infrastructure). All of this has happened despite repeated public comments by some in leadership against those requests specifically.

What can I do to push for these kinds of changes, when I'm not in any kind of official management or leadership position? I have no official power beyond a general remit by my manager to uphold certain standards for my team.

I have worked as a software consultant for 4 years at companies like Amazon, Hitachi, etc.

Context
I have a potential offer from Google. The job description mentions the following

"The US base salary range for this full-time position is $221,000-$314,000 + bonus + equity + benefits"

I was under the impression that this will be an L5/L6 role. The recruiter didn't really give that information away in the phone-screen. However, just before the team-match call (happens after the onsite), the recruiter told me that the HM had hinted them that this will most likely be an L4 role. During the team-match call, I made sure I demonstrated L5 signals when they asked me about my current job and past experience. The HM even told me that they really see me succeeding on the role and I should hear back from the recruiter shortly on the next steps.

My Question
I am preparing for negotiating with the recruiter. Is this a common low-balling tactic by Google recruiters? Otherwise why is there a mismatch between what is mentioned in the job posting and what they are saying?

I'm an E5 at a big tech company. I've been on multiple projects where stakeholders waited until the very end of the projects to say, "That's not what I wanted." What can I do to prevent this from happening? I got feedback that I "need to navigate ambiguity". Does "navigating ambiguity" mean somehow predicting that stakeholders want something besides what they sign off on? If so, how do I develop this skill?

This seems to only happen on projects led by E6+ engineers or an M2. I have not had this experience when working with other E5's or more junior engineers.

Examples:

• Misaligned OKRs: At the beginning of the quarter, my M2 told me that it was okay to have a multi-quarter effort, so I planned to do an analysis and roadmap in the first quarter, then execute on improving metrics in subsequent quarters. My M2 signed off on my OKRs for the first quarter. When I provided my deliverables at the end of the quarter, the M2 said, "That's not what I wanted." Then he told me that he wanted metrics moved, even though my OKRs clearly said it was just an analysis & roadmap. I asked 2 mentors (a Director & an M2 - both not in my management chain) for a 3rd party opinion and they both agreed that there was no way to read my OKRs as moving any metrics. I'm confused why the M2 signed off on it and didn't say anything about it in our team's weekly OKR review meetings if that's not what he wanted. He gave me feedback that I need to "navigate ambiguity." When I asked him for concrete, actionable steps to navigate ambiguity, he said, "If you need to ask that, then clearly you don't know how to navigate ambiguity." I'm so confused! Please help!
• Low-level design missing on a cross-functional project: The DRI (an E6 backend engineer on a different team) kept talking in circles & refused to answer questions whenever the other mobile engineer and I asked about the low-level design for our project. The other mobile engineer tried escalating to our EM, but our EM did not help us. As a last resort, the other mobile engineer and I aligned on the mobile implementations and built that. During end-to-end testing, the DRI said, "That's not what I wanted." He did the same thing to the data scientist. The project was initially scoped for 6 weeks, but ended up taking 2.5 quarters due to all the churn around "late findings". My EM gave me feedback that I need to have a low-level design before starting implementation.
• Wrong requirements on a cross-functional project: The DRI (E8 web on a different team) provided a requirements doc that was confusing, meandering/disorganized, and hard to follow/understand. An E7 mobile engineer flagged that the doc is not a proper requirements doc at a TSG (Tech Steering Group), but the DRI ignored him and forced me to implement it. I asked for requirements clarification, acceptance criteria, and end-to-end test cases, but he refused to provide any of them. He told me that the requirements doc was all I needed. I escalated this to 3 EMs (my EM, the project's EM, and the DRI's EM) due to my bad experience from the previous project, but none of them helped me. When I asked my EM point-blank how to avoid building the wrong thing, he told me to just make sure I get sign-off on the low-level design in my mobile RFC. I made sure to get sign-off from the DRI before implementation. I also provided TestFlights every 2 weeks for the duration of the project. On the final day that I was allocated to the project, the DRI asked what happens in an error scenario. I said, "Exactly what was documented and signed off in the low-level design of the mobile RFC. Why would it be any different?" Sure enough, he said, "Oh, that's not what I wanted." When I asked why he signed off on the low-level design, he said he missed the flowchart that described the error handling. This happened even though I explicitly tagged him on that flowchart in the Google Doc. So the overall mobile design was about 80% wrong. Turns out his requirements doc said the opposite of what he wanted and that's why the wrong thing got built. The TestFlights had the wrong behavior starting with the initial build, but he missed this as well. His feedback for me: "needs to make sure we build the right thing". How do I avoid this in the future? My EM was unable to provide any advice on how to avoid this in the future. All 3 EMs resigned towards the end of the project.

I’m an E5 on a platform team at a Big Tech company. I'm under aggressive timelines to create a proof-of-concept (POC) for a partner team. My skip-level emphasized the importance of this POC as well as its timeliness to me.

Our team's E6 is coding our platform infrastructure and is slipping his dates. The E6 said his infra code should be production ready in 2 weeks, but claimed there should be enough there to unblock my POC. I tried to forge ahead, but my POC is now delayed because I spent so much time trying to work around the deficiencies in our platform infrastructure. I eventually decided to prioritize some other parts of the POC to avoid losing more time while the E6 is taking his time with the infra work. How much of this should I communicate to our partner team's stakeholder? I'm hoping that I'll be able to hunker down to get the project back on track without slipping our dates. Another E5 on our team told me that he doesn't like to air our team's dirty laundry outside our team, so he usually says everything is fine until the last week of the project when he suddenly flags delays. Is this a good strategy? Or should I be honest and upfront with cross-functional partners external to my team?

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.

A senior engineering manager (M2) was leading a discussion circle that I participated in. When it ended, he offered to mentor me with 30 min 1:1s every 2 weeks. He's not in my chain of command, but we are in the same org. He reached out to my skip-level (also an M2) for feedback on me to better coach me. In our first 1:1, he suggested some team activities I can take on to develop skills for getting to the next level.

• What's his incentive for doing this?
• How can I best utilize this time? Are there things that M2s are uniquely qualified to provide mentorship on?

Say you want to research on a topic for resolving an issue and want to share with the team by creating a Google Doc. How does one master the skill of creating an high quality Doc?

My Senior team member, top performer, is super solid at creating Google Docs and churns out one great doc almost every week. He said he just focuses on just dumping out the thoughts in the first go and fixes them later on. But I feel his velocity in getting that doc out or completely the research on it is very fast. So clearly there is something that I am not understanding.

So I am looking for opinions from experts on Taro :)

Some background about my experience. I have overall 10 years of experience out of which first 3 years was in Service based company in India and then 6 years at Amazon/AWS and around 9 months at Meta. I got promoted to Sr. position almost 3 years ago and have been working as Sr. Engineer since then.

Since few months before my promotion I am feeling bit burnt out. Promotion came after lot of hard work and honestly the compensation increment was totally underwhelming. So I interviewed and switched and comp increase was really good but I am not liking work culture now. This made me sort of realize few things:

1. Promotion and level don’t actually mean much. I feel like I am part of a rat race and trying to prove my worth to someone who can whimsically just say yay or nay. This is extremely demotivating.
2. Early days of my career were great, I was making good money and learning ton of new stuff. However, now I realized that most of the stuff I learned is not useful outside and I saved enough money to not feel the need to do job just because of money.
3. It is not worth being loyal to one employer. Even though I changed companies for comp, my new employer (Meta) recently let go of lot of people. Some of them have been there for at least a decade. Plus the remaining of us are now in constant fear of layoff based on performance.

Now I want to get out of this job→money→stress→new job→money→stress cycle but don’t know how. I am planning to move back to India after few months and was hoping to start may be freelancing or some consulting work where I can control my time. I am more than happy to take a pay cut. So I started doing some research:

1. Freelancing: Most of the jobs in freelancing are web development. I have lot of experience with backend and some experience with web development but I am nowhere close to the people on youtube/udemy. I can most certainly build stuff but have no experience to show for and I am not sure if I’ll be able to find any work whatsoever 😟.
2. Consulting: Everybody suggests to build a network and then you can find work through them. My network is mostly SDEs in FAANG who I’ve already talked to. Most of them told me, dude if we know about such work we’ll jump ship as well, but they have nothing. One of my jobs was to build cloud services so I know how to build them at scale. But I have less experience in how to use them, so even if I do certifications I am not sure I’ll be able to find work on this area.

Now last option for me is to find a job which pays less and have less stress which will be okay. I can most certainly say screw it and not worry about getting promoted. But then I don’t know if that’ll be satisfactory, it’ll be more like I accepted defeat and ducked out of rat race but I still have no direction to go on.

Sorry if this all sounds like a rant, but I would love to have some guidance from people who have been in similar situation. What did you guys do and do you have any suggestions for me?

I have been on a half a year long break due to unemployment and recently secured an offer at Meta as a senior. I'm a bit stressed about hitting the ground running after coming back from a hiatus, especially because I'll be joining as a senior and am coming as a mid level engineer from a non-faang company. I have a month long break still left before my joining date and I wonder if there is something I can do to set myself up for success.

Additionally how would I go about finding a mentor specifically who has had a good amount of experience working at Meta already?

I recently joined my team, and I've been sort of overwhelmed picking up this new tech stack which may be leading to some procrastination. I literally have to Google for everything I want to write. Twitter also has certain in-house technologies, which are pretty challenging to learn. I also started working on a critical project recently with strict deadlines due to headcount shortage.

I saw this as an opportunity to make an impact and am trying my best, but I wish I had more time to get acquainted with the stack. I feel like I lost a few days last week unraveling through the ambiguity and getting context, so I didn't make progress with implementation as much as I wanted to.

I am kinda anxious that I will miss my delivery in the first project which is not setting a right impression. In my experience, there is no excuse for missed delivery and it will treated as a red flag. It's a newer company for me and my org is revenue-generating. Given the phase Twitter is going through, this project is critical and hence I am hesitant to push back on the timelines too.

I also see mid-level and junior engineers on the project moving way faster than me right now, because of their tenure and familiarity with codebase and that can be disheartening.

Lastly, should I be transparent and discuss with my manager if I feel a few days haven't been productive? I don't see any way that will help.

I am a Senior Software Engineer at a big tech company, and I was reached out by a recruiter at a big-tech equivalent company and decided to give it a shot (also for a Senior SE role). I'm in the final interview stages and expect to receive an offer soon.

My recruiter said I've received excellent feedback overall from all of the interviews. I honestly believe that I would be more suitable for a Staff-level role given the work they are planning to do and has a close alignment with what I'm doing now (working towards a Staff role).

I have a few days until I receive an offer; I'd like to know whether I should kick off the discussion now or post-offer?

I recently got an offer for a senior SWE backend role.

A little about my background: Sr backend SWE, 8 yrs of experience

Offer:

• Big city in the Midwest
• 190k base
• 152k RSU (38k a yr)
• 12k bonus flat (they don't do performance bonuses)
• 3 days a week hybrid
• unlimited pto

Total: 240k TC

I was told the base goes up to 225k pre-offer so I'm thinking of asking how we can bridge the gap or land somewhere in between. Planning on using the no-performance bonus as a talking point to get more base pay. Overall my interview performances were definitely strong from my perspective. Company and role-wise everything lines up for what I'm looking for in my career. The initial offer exceeds my expectations but I definitely want to maximize my comp.

Any recommendations or tips?

I just joined a new team within a Google Infra team and have been attending many team meetings and architecture planning discussions. I’m very quiet in these meetings and don’t feel comfortable saying anything - I’m afraid I’ll say something stupid, or I’ll be exposed as someone who shouldn’t be a senior engineer.

This seems to depend very heavily on the company culture. Which one do you think is the right way to think about the field, and which one do you prefer?

I'm an E5 at a Big Tech company. My team's working on a very ambiguous project. 3 opinionated, vocal engineers (2 E6, 1 E5) tend to sidetrack our brainstorming discussions by playing devil's advocate to shoot down ideas. How do I drive these meetings forward with this dynamic? We often rehash the same discussions over and over. When we're close to reaching a decision, oftentimes someone would throw a wrench into things. Moreover, some engineers require upfront planning and want to finalize all the details before committing, while others prefer to defer the details to future milestones. Both my manager and team are getting frustrated, but are unsure how to fix this.

At my current level, my skip level manager expects me to help my team members grow. I have couple of SDE 1s and SDE IIs in my team who are doing good. I am not sure if I can schedule one on one with them to understand their career goals and volunteer to be their technical & career mentor?

Will it look bad if I volunteer myself to be their career mentor? Or should I just mentor people who reach out to me?

Hi folks, I need your help to understand if any action can be taken from my side here.

I gave Stripe interviews recently for SSE (Bangalore) and here is the feedback I received.

Round1 (LLD) - Strong yes

Round2 (Bug Squash) - No

Round3 (Integration Round) - yes

Round4 (Systems Design) - Strong yes

Round5 (Manager Round) - yes

I am aligned with this feedback except Round 2 (Bug Squash). I thought I had a strong yes in that. I was very easily able to navigate the code, find out the bug, fix it, and explain it. We were left with 15 more minutes so she gave me another bug to solve. I reached halfway on that, was able to partially figure out the bug. Didn't solve it but I think the expectation is to solve just one bug.

I have communicated the above with HR with a positive outlook.

Also, I felt that the interviewer wasn't very present and interested from the beginning so I think that the interviewer hasn't given much thought to this.

Current status: They have sent the case to the hiring committee for SSE but the HR mentioned that I might get downleveled. But I have been pretty vocal that I want to be considered for SSE only. Another factor she mentioned is I have a borderline work ex of 5.5/6 years so that might also contribute to this.

I asked the HR if I could reinterview for this round but she mentioned that's not possible and is not part of company policy.

Anything that I can do here?

Graduated in 2019, joined a FAANG that is notorious for really bad work life balance, so I was always on the edge, switched companies during pandemic times and first few months started good then pace picked up really quick after that, and I found myself losing sleep again due to stress, then I got laid off 2023. Now, I joined a startup and is the most stressful of all of my previous jobs, some weeks I have to work up to 9-10pm (taking breaks of course) because some very urgent issue needs to be fixed, stuff is always breaking and we might go under if we don’t resolve well.

To be honest, I’m burned out (I think that’s why I got laid off, showed in performance) but I ignore it and keep going with a A+ game because layoffs are a big thing right now, and I’m scared of losing my job again.

Has the industry always been like this? Or I have really bad luck?

How can I get better work life balance? Or less stress?

I was watching a video from a well known note-taking influencer/teacher and was curious what everyone used for note taking. In addition- how do you approach note taking?

For me:

• Approach:
  • Everything should be based on keyword search
  • I use tags to organize by project GTD style if need be
  • "Librarian style" (see video above)- clip all sorts of things without too much regard to storing
• Implementation
  • Use evernote for personal notes
  • For personal projects, use Google docs if I need friends to comment (I would prefer quip or paper, but the reality is that the most important thing is to NOT have to inconvenience ppl with new account creation)
  • For structured data, I use Airtable.
    • If I need to display the data in a public way, embed on Medium (see for example
    • If I need to display the data in a semi public way, use Notion's site functionality (not ideal, I would like to ideally embed Airtable within google docs- Quip/Dropbox Paper allows for that)

I know there are a lot of answers online already but still asking it to get different perspectives. It seems like without the right colleges or FAANG companies in resume, it's very hard to get even an interview in those companies.

Context:

• I'm working on a project that is known and understood to be at risk by most tech and other XFN stakeholders. This project has been attempted a few times in the past but didn't succeed and is being retried.
• There are a few upcoming features having tech dependencies on the delivery of this project but I feel that the stakeholders aren't confident about the success of the project.
• The project might need some support in the form of reviews, brainstorming and stewardship from the stakeholders to succeed.
• As the tech lead, I want to create and maintain stakeholders' confidence in the project so that they're enthusiastic to provide us the support we need.

Questions:

1. What can I do to understand current expectations of the stakeholders better?
2. What communication (or other) steps can I take to create and maintain stakeholders' confidence in the success of the project?
3. Apart from generating confidence, is there anything else that I could be doing to ensure stakeholders' support?