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

I'm looking to get promoted as fast as possible, so I really want to understand how very senior engineers think. Here's some additional questions to add more depth:

1. If you were to backtrack and retrospectively analyze the careers of the engineers who reach staff level at Big Tech, what's the common thread with all the projects they've worked on?
2. How were they able to land themselves on those projects?
3. What allowed them to put themselves in a position to contribute to such high impact projects?

I’d like to be a very senior research engineer in a FAANG company. I’m currently a senior engineer at my medium-sized company but I want to move closer to the research side as a more senior IC. What does it look like to be Staff+ research engineer vs software engineer? How can I build those skills now?

I'm a relatively new engineer at Salesforce (been here just ~4 months), and I'm having trouble clearly understanding my expectations.

What's the ideal ramp-up/onboarding strategy for a Staff engineer at a Big Tech company like Salesforce; in particular, what should the first 3-6 months look like? Are there any specific artifacts you would expect such an engineer to have produced during this time?

I learned that my whole team is kind of new (Salesforce acquired this product), and they have just started contributing to the core platform. There are currently a lot of approvals necessary to merge front-end code into the system. This is rough as there's many epics connected to front-end work, and there is not a single senior person in the team which can take charge of looking into the high level architecture, following best practices, and doing better planning to release the code to prod.

I am the only full-stack Staff engineer here, and this is why my EM wants me to create a master front-end tech spec for the team. As an example of something this doc can cover: At Salesforce, there are multiple ways to communicate with the back-end API, each of which has their pros and cons but that information is scattered - We can consolidate that info into this doc.

Given that I haven't written any front-end code here at Salesforce, this task seems hard and I'm unsure how to do this without looking stupid.

I have realized that I need a very high level overview of the current system and what other systems it communicates with. I have no idea on how to do it; I'm currently planning to have a meeting with my EM.

I have access to the Quip, Google Drive, and some brown bag sessions. I have watched a few of them, but it all seems very fragmented. After I figure all this out, I plan to create a doc which can help others better in the future.

I was assigned a P1 bug, and when I started to dig deeper into it, I found out that actual code was written by some other team and we have just used that code/object to build a small feature. I got a bit lucky that someone in my team told that the team ‘A’ owns that code/object. I was given a POC, but it turns out that they have left that team. I would like to have a POC to close out this bug.

For additional context: It is still not clear if it's the feature or the bug that's broken, that’s why we need to get clarification from the other team. Here's a high-level example to make things more clear: There is an object named "Product" which is a generic one, team ‘A’ built another object called "Product Category", and we added a field to that object. Now unless I ask some senior folks in my team it is really hard to understand who owns "Product Category".

Given all these unknowns, how can I navigate this situation and make sure this bug is resolved properly?

I’m about to start interviewing and will be borderline between senior and staff eng. What does the interviewer look for to distinguish between the two? Is it mainly in the behavioral portion?

We maintain a healthy suite of E2E tests, which does catch regressions sometimes before release.

It is hard to keep track of it all manually, but I believe that each time a regression is caught before release, it's overall positive on time spent. Each instance of this happening saves time which would have spent hot-fixing the issue in production if the regression wasn't able to be caught early by the tests.

How can I verify my hypothesis and make sure that this overall E2E testing effort is well-run, impactful, and net positive with engineering time investment?

My team spends a good amount of time fixing random/recurring low priority crashes. The goal is to keep the overall crash rate under our agreed SLA. Crash rate naturally goes up over time, so we need to continually invest time plugging up these crashes to keep the overall metric below SLA.

Is there a way to quantify this in numbers. Maybe we can draw the connection between these fixes and a better user experience that ultimately affects the app users' ratings in the Play Store?

I improved a complex library integration in our app, which reduced our amount of crashes and memory leaks by X amount. I can pull some concrete numbers from the Play Console and Firebase dashboards to back this up.

However, I'm wondering if the overall business even cares about these memory leaks and crashes. For context, the feature worked fine overall prior, evidenced by the fact that there were no real user complaints about it.

One of the mobile platform projects I led was to improve X pattern in the app and then document best practices around it so engineers understood this new pattern and continued to propagate it.

My proposed impact is that this promotes consistency in the app's codebase which should lead to faster code reviews and enable engineers to deliver features faster. How do I quantify this?

For purely technical projects/platform work, how do you convey the impact to leadership/performance review committee? During performance review, do managers care about the impact of technical projects?

One thing we try to do is treat platform teams as enablers of delivery teams, i.e any platform work should impact product work directly. Sometimes we can quantify direct impact, but most of the time the impact is indirect which is hard to back by data and quantify.

Another angle is that delivery team engineers are the customers of platform team - If we enable them to deliver valuable feature faster and cheaper, we succeed. Again, this is hard to quantify with concrete data.

So my overall question is: How do you link and quantify technical projects like app optimization and performance improvements to direct product and business impact?

Since the engineer implementing the task went in a different direction from what I had in mind, now I feel like I have to dive into the code and explain the approaches I wrote, and also get involved in the code much more than I would like. How can I overcome this?

Recently our app has been having navigation issues. An engineer picked up the ticket to fix these bugs, and I provided the context and starting point. However, they had trouble with it, so I’m checking out their branch and helping them debug. We just want to make sure it’s not broken as it’s a big change. Is this too in the weeds?

I’m not sure if I should be on top of everything - I don’t think it’s possible. Another instance is an engineer working on coroutine migration. Should I be working on it?

How can I unblock engineers on the team without getting into the weeds and debugging the issue myself or pair programming with them?

Right now, I create work tickets and add context so engineers can easily pick them up. Engineers will then come to me with technical problems as they get blocked on these tickets, which requires a lot of time from me.

At a previous company, a friend had an exceptional mentor who helped him climb from mid-level to senior engineer in 1.5 years. I’ve struggled to find a mentor of similar caliber. What advice do you have for finding a good mentor?

I am the only experienced Full Stack developer in the team and I felt that the management got a bit excited when they found out. For the first week I was asked to represent my team to the UI review committee to get the UI approval, I had little or no background of the feature but it was kind of rushed out.

Second week, I was told to write the design document of a feature which I was not aware of. I started digging deeper into it, but after 3-4 days I was told there is some other team who is working on something similar so I should stop working on it.

Third week, I was told to again start working on it but then was told to put it on hold. Within the same week I was also told to write the Engineering document for the FE development for the team, this was a bit surprising for me seeing there is almost everything custom at SF, I felt I needed some time to understand the ecosystem, it is the work in progress.

I’m married with two kids. It’s important that I spend time with my family, while also doing well in my career. Do you have thoughts on growing my career without burning the midnight oil?

For example, this week I was told to work on adding a field to some legacy entity which is not recommended (i.e. you need to have a solid business justification). The whole process is very lengthy, requiring many layers of approval just for this single field change. How can I find the scope appropriate to my level?

Knowing that, how should I tailor my career path - What companies should I work for and what skills should I get to set myself up for success against this goal? Should I continue working at Salesforce or should I go work for a different company?

Before I was at Amazon in Cambridge, England. I came to enjoy the quality of life there, but recent changes made me switch to Salesforce in India. The work-life balance here is good, but even as a staff engineer, I’m having trouble finding scope - I own just a small piece of the overall system my team’s responsible for.

I was able to recently get an offer from Spotify for a UK office, which expires in a month. However, it’s for Software Engineer 2, a level below their senior level. This isn’t ideal as one of my goals is to be a Staff engineer at a reputable company.

Should I stay at Salesforce where I’m already a Staff level and have solid work-life balance or move back to the UK to work for Spotify?