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

I've had 5+ friends leave Meta or quit software engineering altogether after E6. Either the responsibilities and stress were too much or what they were being asked to work on wasn't really aligned with their core interests. Business needs are always changing, so it can be a common occurrence to take a lot of ownership over a project you don't have personal interest in.

It's important to be adaptable, but I think intrinsic motivation can be hard to sustain if the people, project, or priorities are in flux.

For the older crowd, what really typifies career longevity in a software engineering?

During session, Rahul mentioned only a few projects are important. I would love to get some concrete examples from Rahul or others on what that looks like. This is my very first question that I am posting in Taro forum. Thank you for the encouragement Alex. Looking forward to everyone's answers.

I have around 15 years experience with background mainly in Java, Restful, Springboot etc. I was impacted by layoffs and I am on a H1B. Hence I have limited time before which I should choose a job. I do not have extensive time for preparing LeetCode in this short time span. I would like to know if there are mid-level companies (not startups, not big tech) that do non-leetcode style interviews. Like, a take home assignment, or some other demo kind of interviews.

I have often found platform teams to be quite "tech-heavy" rather than being driven solely by business. On the other hand, it is easier to convey impact for product teams for the metrics that the org cares about much more.

If I am trying to move from Mid Level to Senior Level i.e. Senior Software Engineer to Tech Lead level in my org, what kind of teams should I target?

Does choosing a certain one help you in fast-tracking your career growth?

I have a recruiter screening with Meta next week for a full-stack software engineer role. What can I expect in the recruiter screening?

This is my first interview after a very long time, I need to brush up my skills. what is latest acceptable time frame to schedule the technical interviews without being considered late?

At my old company, where I worked for many, many years, I wasn’t learning anything new. On my new team, I feel like a junior engineer since everything is new. Because of this, I don’t feel like I’m being taken seriously, even my engineers more junior than me.

I'm trying to stay positive throughout this learning process but would obviously like to build up respect among my team as quickly as possible to start feeling like a heavily valued voice in the room. Any advice on how to do that?

I have been working in the industry for almost 8 years, but I often feel like an average engineer. I spend most of my time working, but I haven't achieved any significant accomplishments in my career.

I was able to get jobs at Pinterest and the company that used to be called Meta because I memorized coding interview questions and exaggerated my achievements. However, I don't have the motivation to aim for promotions, and I worry that I don't have what it takes to be an outstanding engineer in the tech industry. I work every day, but I feel lost and unsure about where my career is going.

I'm worried about my future career growth and whether I will find fulfillment. Are there other people who have felt the same way but managed to overcome it and succeed?

I have about 5 YOE and trying to grow from Senior -> Staff engineer but noticing that the path is taking longer than I'd hope.

This is the case whether I try to speak to other companies and ask about interviewing at that level or try to grow within my own company.

Within my own company: Requirements unclear, seems to be more time based (just keep on shipping). Since we're on the smaller side, we don't have a clearly defined structure like FAANG.

Externally: Due to the YOE, usually discussion of Staff isn't even an option even though I think I'm doing Staff level work. In fact, they usually decline the idea before even having a chance to explain what I'm working on.

The projects I'm working on span the entire org (startup), I have multiple mentees, and org-wide impact. I will be honest and say that I don't think the projects I work on are necessarily insanely technically complex (not going out to millions of users, dealing with hyper concurrency issues, or needing to deal with large scalability issues), but they do have a large amount of scope and senior+ level management required to run them.

I think from the project management perspective, I have things nailed down pretty well.

So I wonder if I'm either missing...

• YOE - Just some sort of arbitrary minimum that is being placed across the board for certain levels to be achieved
• Technical expertise - I definitely admit that I'm not necessarily INSANELY technical. For example, I can admit gaps like: I don't know how to design a concurrent document editing system like Google docs, or I wouldn't be able to write a live streaming service without reading up on the proper documentation and understanding better how those systems work. Are things like this a requirement to be a staff engineer? To just be more aware or know right away how various systems like this are designed, without needing to do research beforehand?

I'm essentially trying to understand what my gaps might be, and the technical aspect is one I'm unsure about how relevant it is.

Would appreciate any thoughts, especially from Staff+ engineers, maybe sharing what they feel makes them a Staff vs a Senior and how much technical skills play a role vs other elements.

In fast-paced organisations that launch a lot of features on a quarterly basis and teams with large sizes, how should a tech lead or team members ensure that everyone knows about everything or is enabled to get to know about it?

Quite often, whenever a new feature comes in, it could be repurposing technology built for other features as well. But, given the pace at which these are developed, it is often hard to know what everyone is working on. Sometimes, each of these features may have idiosyncracies that may be getting missed out by new joiners, especially due to the volume of information, especially for teams that have been in existence since a long time.

I recall once when changes for a new feature done by a developer reverted some conditionals for an older feature, thus causing an outage. How do you prevent this and ensure knowledge of everything is available to all, especially to people new to an organisation?

Also, are there some general practices to ensure that these are easily discoverable? Video recordings are time consuming to go through, and wikis though they exist, are sometimes difficult to navigate, when you don't know what you are searching for? I am thinking of something like a mind map could help here, but what are your thoughts?

The applications our current team develop are targeted for individual users only and most of our projects are centered around building complex business logic rather than scale. So there is less scope to gain experience on concepts such as parallel processing, concurrency, caching or similar. What are my options to become really good at these skills if I am not working on these on a day-to-day basis?

Hi,

With tons of layoffs already happening and rumors about impending layoffs, is there something one can do to protect themselves? Logically, performing above expectations and being a critical part of the team would make sense. However, recently looking at LinkedIn and other career news, seems like no one can be sure that they’re safe. So, do you have any tips on how to approach this? Does it make sense to stay put within a team where you have great relationship with your manager and skip etc or find a new company to get ahead of this risk? Thanks!

I was informed by my previous manager that once we move teams, promo is "reset" i.e. only the work in the new team counts for the promo cycle (despite being on the same job ladder of TSC, DE etc).

I am currently at L4 and the role I am going into is scoped for L5 (they were targeting a L5 hire). Given I am changing team mid-year, I am not sure I can get a rating beyond SI in the Jan GRAD cycle.

What is the best way to work with my manager to secure an L5 promo and what timeline is realistic for this promotion at Google (I was targeting next August)?

I'm pretty new to my company, so I've been asking questions and looking for "hand-holding" to bring myself up to speed. I've been having trouble ramping up though - My velocity hasn't been the best, and I've also gotten feedback that I need to be more independent as a senior engineer.

This leaves me a bit confused - I know that in order to onboard, you need to seek out help aggressively and ask questions, but this seems opposite of the feedback around being more independent. How do I think about these 2 ideas? Should I just be working harder and spending more time figuring things out on my own?

I run into this from time to time where more Senior and Staff Engineers take interesting projects. I’m usually left with ones that take medium time and medium impact. How do I find projects for myself that expand my impact?

Hey there 👋 For context, I quit a toxic job 2 months ago and I'm back in the job market.

I just finished an interview process with a company I really like, I think it checks almost all the boxes:

• Company size (Series C)
• Culture
• I'll join the team that will be on the spotlight for the next 18 months -> My job will have a major impact.
• I would be able to work on React Native if I decide to (I'm a frontend engineer w/ React expertise)
• I think that I can reach staff level in about a year or two there.
• People I interviewed with are superb.
• Fully remote.

I expect to get an offer from them on Monday (I'm writing this on Thursday night). I know that because the recruiter called me today to touch base and to tell me that things went good! The problem with this company is that the salary is more on the lower side...but it's still on the range I have in mind.

The dilema is that I'm just starting to interview with other companies that pay 50% more, but finishing interviewing with them will take me at least two weeks...and the company I'm getting the offer from probably won't hold the offer for that long.

I have a few thoughts / concerns that I'd like you to help me sort out / discuss:

• I'm thinking that it would be wise to optimize for career growth, I probably could get a better job if I manage to do great things in the company I'm getting the offer from. What do you think? The salary is not as high as the other companies, but it's good money. (FWIW, I live in a low-cost-of-living country)
• I was hoping that I could negotiate a better salary with this company if I had other competing offers, but I got nothing, and I wouldn't get any other offer by next week. Do you have any tips about how to negotiate a better offer even when I don't have the leverage of a competing offer? I understand this might not be possible. I feel that I did a really good interview process though, so maybe I could use that as leverage.
• I really like one of the "slow companies", but they've been just dead slow. I interviewed with their CTO and he said that they will kick off things immediately...but that hasn't happened. Should I ping him? I feel that they should be the ones making the next move, but I'm not 100% sold on that idea.
• The other companies are just fine, honestly, their pay is what makes them more attractive.
• Not sure if this is relevant or not, but I'm 36, I wonder if I should spend my 37-38s working for the company that pays less than the others while chasing career growth.
• I have a good runway, so if don't end up with an offer from any of those companies, I'd be just fine for another 8-12 months.
• I live in Latam, so it's hard to get 100k+ offers, it's not like I have a pool of options to choose from.

Thanks for reading! 😁

Hi Taro - just wanted to say thank you for the .  I was wondering if you could share with the Taro community your thoughts on how managers evaluate their employees in detail (you mentioned some things like internal tools that one could go and see how many PRs, discussions, comments someone had in Github/JIRA and who all were at the top of that baseline followed by the bottom rankers; so I would like more specifics if possible).

Although no one likes it, it would be good to understand how "stack ranking" works at FAANG - and how some managers evaluate on this criteria, despite it being a practice that sucks. In this way I can just be more sure I'm hitting a baseline - even if it's invisible because I can take daily steps to work on my own visibility and perceived performance.

I feel like the biggest challenge right now is getting critical feedback from a manager / org (and it sounds like some companies in the FAANG space are pretty awful about it).  E.g. I read about a Redditor who got let go without much notice because they weren't up to par (decided by a skip level manager) in terms of their code and daily output (while the direct manager and everyone else had been communicating often that this employee's performance was great). But this goes back to the idea that 'great' is 'average' lately, and it's way harder to hit exceeds and greatly exceeds on performance.

Thank you in advance!

Due to unforeseen circumstances from past 6 - 8 months, I've been the Senior most engineer in my team, (I have a total of just ~2.7 YOE). My team consists of ~12 SDE 1s (New Hires) and 2 SDE2s (The other SDE2 being promoted very recently). My manager does a great job filling the role of Senior Engineer which reduces bit of pressure off of me.

However, due to necessity in the team I've ended up being SME in all the services owned by our team. This leads to everyone reaching out to me to help them with their queries, I try to document some of these and add in the Wikis so that it can be easily accessible for others next time. However, when it comes to certain tickets and issues, I end up having to pick that task up myself (Manager does not ask me to, but at same time i know that for someone else the ramp up time required to fix the issue would be too high).

I recently tried to reduce this (2~ months ago), this led to our overall ticket health getting worse and I had to again start looking into them myself and guiding each on-call cycle with right action items for the tickets etc.

This involves me helping them to do the following :-

• Prioritize correct tickets to look into for the on-call cycle.
• A potential fix for the ticket so that they know where to look into.

Due to which it ends up taking 6+ hours weekly to keep this running. I don't really mind doing this; however, I don't feel like this is a scalable solution and would eventually want to slowly scale down from doing this and have my team being able to be self-sufficient.

What's the best way to go about this without affecting my team's ticket health?