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

I'm an E5 iOS at a Big Tech company. Our team's E6 backend and E6 iOS tend to dominate our team discussions, often talking over each other. I get the impression that the E6 iOS wants to be the smartest person in the room and enjoys micromanaging all the details, but the E6 backend enjoys challenging him. When I proposed a solution to one of our project's challenges, the E6 iOS quickly shot it down but could not propose any alternatives. The E6 backend challenged the E6 iOS to explain why my idea wouldn't work, but the E6 iOS just talked in circles. It seemed like the E6 iOS just didn't like it because he didn't come up with it himself. How do I avoid making the E6 iOS feeling threatened? I'm a bit hesitant to contribute to team discussions due to this dynamic, but my EM wants me to contribute more.

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 just finished up my final technical round (went well) and the recruiter reached out wanting to chat about salary expectations before the offer stage. During my initial call with the recruiter, she did ask me about salary expectations. I deferred by saying fit and potential impact are most important to me and that I'd like to defer until I learn more. Now that I've already interviewed, I'm not sure how to handle the conversation with the recruiter. It seems wrong to give a number before getting an actual offer, but at the same time, my initial reason for deferring talking about salary is no longer valid because I've already gone through the interview process. Any advice on what should I do here?

Based on talking with engineers working on Product teams, I have good list of projects where we could be spending time. The project themes are mix of improving existing architecture, pain points vs adopting new technologies, API in the code base.

How can I prioritize the most important projects while also keeping the developers happy by adopting some new technologies?

My manager changed in H2, and my previous manager became my skip. While my current manager has a decent idea on the current projects I am working on and their importance, sometimes I see them mixing up specifics, which could be because they’re still ramping up. With that context, how do I make sure my manager represents my year long performance in upcoming calibrations well? Should I give them context on all my work in our 1:1s, especially my H1 work as they weren’t in my team?

Hello lovely Community! 👋

I am currently working as Senior Software Engineer 1 and I am close to get promoted in the next performance review cycle.

My manager asked me to create a development plan and individual goals to track the progress efficiently.

Wanted to understand how the development plan and individual goals should look like for Senior Engineer?

Context:

(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.

Challenges:

(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.

Questions:

(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'm relatively new to the company, so I would love to understand more about this. Here's more specific questions I had:

1. How is the first one evaluated? Is it different because you're new?
2. Is it evaluated from the day you joined the company or the day you joined a team out of bootcamp?
3. How is delayed impact factored in? Since I'm new, I'll have some small wins by PSC time but am not likely to have big ones as they're waiting to launch/realize impact.

I am very much aligned and aware with needing to show impact or been seen as an SME to have visibility to move up to a staff level.

My question is one of logistics. How is this possible when you have more work to do than fits in 40 hours, let alone finding extra time to do these other things? For example if you have at least 30 hours of coding, 5 hours of code reviews or scoping documentation, 5 hours of meetings, an additional 5 hours of random things (CI broken, helping colleagues, ad hoc issues etc), where do you even begin to find time for these extra things? Especially when all of the above is barely considered meeting expectations?

I will also clarify that I don't want “get better at coding” as a valid answer. No matter how good you are, you still need to understand the many systems involved which can take a while and if you constantly have to tackle new areas, there's always discovery.

My question is more around how do you ask or “show” you should have time to work on other things. Whenever I would approach my manager with well thought out proposals, buy in, and even timelines the answer was always later.

How does one approach switching teams internally without bad-mouthing the old team?

And can we switch and up-level internally? I have usually only seen lateral moves.

I've recently received an up levelled FAANG offer in the US. I originally applied for a mid level role (SDE II, E4, L4) etc. but was up levelled to a senior engineer in interviews.

I currently have ~3.5 years of engineering experience all at small unknown startups so I'm trying to decide whether to accept the offer or whether to ask for a down level.

I have several concerns about taking the senior offer, which I've listed below:

• I have only 3.5 years experience in development and I'm simply worried I haven't written enough code as of yet to be a senior and I'm not actually technically strong.
• My current experience has been in startups and I've never worked in the big tech environment. Currently we don't need to do things such as write design docs or seek approvals to write code. Additionally, we don't aggressively unit test and only have unit tests for key parts of the code.
• During the interview process I studied super hard and ended up seeing a lot of the questions that were asked beforehand in both system design and coding rounds (I'm concerned I have somehow gamed the system).
• I am worried that the fast ramp up time and expectations in big tech will end up seeing me setup for failure.

On the other side:

• I'm a hard worker and have good soft skills so I wonder if this will be enough to aid me while I get up to speed.
• I know that big tech companies spend a lot of time on their interview process and because of this I should probably trust their rating. They must have seen something if they gave me this offer.
• Finally the senior role offers a lot more money and it might be a good opportunity to see whether I sink or swim. At worst case a highly paid learning opportunity.
• If I could make it through as a senior engineer it could potentially save . 1 - 2 years career time.

Wondering if anyone has advice for this particular situation?

I am trying to start a conversation to get across my technical proficiency so that the manager is likely to recommend me for an interview at the big tech company. The company has an engineering blog that I have read, but not sure what I should ask. This is for a mid-level (ideally senior) backend role. The manager has said that if I send them a list of questions they would be open to a call to discuss said questions.

Also the company is Uber ->

1. Should one keep multiple offers till a week before the joining date as a safety net?
2. What are the steps one can take when an offer gets rescinded?

Hey Taro,

I have a question around how to manage a direct report who I’m receiving performance complaints about.

For context, I’m the team lead for a team that works distributed across vertical teams. We have a new hire who’s been working with us for around 3 months now. He’s working with Team A and has recently been helping them to write App X, a brand new application.

Recently the PM for Team A has reached out to me with some general complaints/concerns about his output. The work this new hire is doing blocks most work for Team A, and the PM feels like they should have finished their work by now, and apparently other members of Team A have raised similar complaints.

Additionally, this new hire has a reputation for working very long hours/late into the night after work. On several occasions he’s posted slack messages at 1am, and the PM is concerned that he’s trying to spend long hours after work to try and make up for his lack of progress.

Myself and my manager have both already had casual conversations with him about his late night work to try and put a stop to this, and myself and other team members have tried to help him with his tasks where we can. We’re in a very small company so while I can try shuffling him around to a different vertical, it’s not like there’s limitless possibilities there.

I’ll be bringing this up with my manager today during our 1:1, but I was also very interested in hearing what the Taro community thinks here.

This is my first time as a manager so I’m very much out of my depth here.

Does your experience with certain technologies matter during your interview or team selection process at FAANG companies?

Does your experience with certain programming languages affect your compensation?

I am asking because I saw that some roles at Microsoft that are focused on C++/C# or other OOP languages have a higher compensation range that roles requiring JavaScript/React experience.

I worked on a large org-level, cross-functional project led by a TPM and an EM. Since there were so many engineers on this massive project, we were organized into smaller pods/subteams with pod leads. The TPM had standups 2x/week, and my pod had standups the other days of the week. My pod was loaned out to help a stakeholder team from another org. The TPM only attended his own standups and sometimes missed some. The EM attended most but not all my pod's standups as well as most but not all the TPM's standups. My pod lead attended most but not all of those same standups as well. The POC from the stakeholder team was not invited to any of these standups. Since the TPM's standups had so many engineers, we only gave high-level updates in that meeting.

In such a situation, how do you keep all the stakeholders (TPM, EM, pod lead, stakeholder team's POC) aligned and up-to-date with any challenges such as scope creep, bugs, delays, etc.? There was a slack channel for the overall cross-functional project and a separate one for my pod, but none for working with the stakeholder team's POC (all such communication was via DMs). When the stakeholder team's POC dropped the ball on things, how do you escalate in such an ambiguous situation? The TPM sent weekly "Weather Reports", but those emails were very high-level.

I'm an E5 iOS at a Big Tech company. There's already an E6 iOS on my team, so it's been hard for me to get enough scope to get to E6. I feel both of us have been fighting for scope. My EM got forced out due to a PIP, so my skip level's temporarily leading the team until he hires a backfill. My skip level knows that I've been frustrated about the lack of opportunities on this team, so he found me a potential E6 opportunity with a different team in our org.

When the new team's skip level found out I could do both iOS and backend, he got very excited and said I could report to the team's EM or him directly. He wants me to mentor junior mobile engineers on multiple teams. He wants me to be the voice for mobile engineers and a thought partner for multiple PMs/teams. He wants me to bridge the mobile engineers to the rest of the new team, which has mostly backend and web engineers. I feel I have better rapport with the new team's M1, but it could be that I was a bit intimidated by the M2. What are the pros and cons of reporting to an M1 vs M2? Would reporting to an M2 make it easier to get to E6?

A kind of out-there question... What is the range of possible problems, solutions, breakthroughs, insights, skills, etc. that come after you've earned your stripes as one of the best human engineers on Earth?

I am currently living in the Bay Area and considering moving to Austin, TX for personal reasons (affordability, family, friends etc). I have an option to go fully remote and work on the same team. My team's current setup is a few folks are in East coast, a few in the Bay Area and some of them are remote. So, I don't really see a whole lot of benefit going to the office regularly. Plus, I started during the COVID- WFH time in 2020 and did very well working remote, so I (or my manager) don't have a problem with productivity as well.

That said, I do have a fear that my career growth might be affected if I move out of the Bay Area, especially if I want to find a FAANG equivalent role or startups in Austin. Recent RTO mandates by multiple companies are also making me nervous about long term future of remote work. What are your thoughts on making this move for personal reasons and availability of great roles with remote option or in Austin? Thanks!

The company I work for started tracking a wide range of metrics related to our day-to-day work (with an external tool called LinearB). It integrates with pretty much everything to collect as many metrics as possible such as lines of code, number of PRs, size of PRs, time spent on reviewing, cycle time, time spent in meetings, etc. These tools feel like they only aim to gather as many metrics as physically possible, but do not always manage to put them into context. For example if you go on holiday or sick leave, all your metrics go down (for obvious reasons).

Personally I feel some of these metrics are straight up toxic and I also see that many people in our company started feeling paranoid about this and feeling an urge to “game” the metrics so their numbers look good.

The reason for this is that initially we were told the metrics are only going to be used on a team level, but now we are getting strong signals that this is used on the individual level as input for things like determining promos, raises, bonuses, etc. I know that there are standards and best practices to follow (like having small, meaningful PRs), but using these metrics as a signal for perfomance feel stupid, because it depends so much on the type of work I do. One week I'm debugging a production incident and it may be resolved with a single line config change, the other week I'm writing tons of unit tests, etc.

We were told that this whole thing is pretty much industry standard and very common at big companies like FAANG. Is that really so? If yes, could you elaborate on how is it implemented and how do you deal with the stress associated with trying to maximize your metrics (which may not be a direct consequence of "getting the work done", so you have to do extra just to increase your metrics).

Really appreciate all you inputs. Thanks.

1. My new manager has worked with me in the past for around 2 years (6-8 months as a manager and rest as a teammate) after which his team got switched.
2. I have been working for the last 2 years (since the last time I got promoted) towards a promotion and even though organisational requirements need my team to be switched, I still want to target a promotion in upcoming year end review cycle.
3. I have brought in several process improvements in the previous team and have tried to uplift my previous team forward in the last 2 years as a mid-level engineer. Given that the new team I would be joining is in a similar scenario in terms of code quality/processes etc. as my previous team was sometime back, what all should I do to get maximum leverage for a promotion?
4. Do you suggest is it better to look for an up-level outside of the organisation or stay put ? What factors does it depend on?

I'm at a crossroads considering a team change because the current work environment is taking a toll on my mental health. It's a tough situation—most of my colleagues (especially juniors) view my actions negatively, except for my manager and probably my Principal Engineer and Distinguished Engineer. Despite being a senior software engineer, the work has shifted heavily towards operational tasks, thanks to a change in leadership focusing on fixing legacy code due to recent outages.

I explored moving to another team but found potential hurdles in advancing to a higher role there. The new manager emphasized the need to impress the new leadership for growth, which feels like playing politics, something I'm not keen on. Meanwhile, my current manager's expectations for my advancement seem vague despite assurances.

My contributions mainly revolve around operational tasks and bug fixes. I'm starting to doubt if this aligns with the requirements for a higher staff position that demands more substantial technical input.

The nail in the coffin is that my manager is leaving no personal space and constantly calling me for discussing trivial operational tasks during evenings, late nights and early mornings. Her behaviour has made other team members also comfortable in calling me at any time for confirming on small things. I'm ok to help the team at late nights if it's an outage or urgent issue, but the lack of boundary is just making me more frustrated.

I've been open about my frustrations to my manager and even my skip level manager. However, I only see assurances and nothing major changing on ground.

I'm at a point where I need to decide between enduring the toxic environment and unclear growth path in my current team or potentially facing similar challenges in a new team's advancement and politics. I'm seeking a balance where my work speaks for itself without the constant need for politicking or unclear expectations for progression.

I was hoping to wait until July to start looking out, so that the stocks vesting happens. Please suggest how can I navigate this situation better! Should I anyways make the move to switch teams? Or should I look for switching company?

I am starting to prepare for system design questions. I would like to know if anyone has thought of grouping/categories when it comes to similarity among those problems?

For example, ecommerce (amazon) and service delivery platform (doordash) based problems has common trait of search, one can easily use the same solution across both the systems (to search for the products on amazon and to search for restaurants in doordash)

Also is there any list of must know system design problems for interviews at senior/staff level?