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The Seniority Roller Coaster and Down-Leveling in Tech

blog.pragmaticengineer.com

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Re: The Seniority Roller Coaster and Down-Leveling in Tech

#201
post #188

Earlier quoted context omitted.

I'm not trying to be insulting, but none of what you wrote is realistic. There's no such thing as putting a promise of a quick-promotion into writing. No company would agree to that, nor should they (what if you suck once you start?). And I'm highly skeptical a company will agree to a milestones-rewards plan for an individual employee. If someone wrote such a proposal and sent it to me, I'd immediately reject them in…

> If someone wrote such a proposal… So, in this scenario: * hiring manager tells the candidate they’ll get a “quick promotion”, but only if they “don’t suck”. * candidate responds with proposed clarifications of “speedy” and “suck”. * hiring manager drops candidate from consideration. Did I get this right? > And I'm highly skeptical a company will agree to a milestones-rewards plan for an individual employee. And yet…

The only answer is there's no guarantees, and Caveat Emptor.

One of the worst offenses is the one we're discussing in this thread: a HM or recruiter says "We're slotting you at level 4 instead of level 5, because we like to give employees room to grow." That's a BS line -- put me in at 5 and grow me to 6, then! If you hear this line, you just need to understand it's poppycock and make a decision from there.

But basically everything a hiring manager says about a position can turn out to be just wishful thinking on their part:

* The team is most likely not solving a big problem

* The company most likely does not work well together

* The position problem does not have huge room to grow

Re: The Seniority Roller Coaster and Down-Leveling in Tech

#202

Earlier quoted context omitted.

They're not. VP Eng is a management role whereas CTO has an expectation of technical leadership or strategy. VP Eng has a focus on operations, the processes and mechanics of the engineering organization, whereas the CTO has a focus on the future technical path of the org.

Not at all. CTO is primarily a management role as well.

Don't really agree. In a startup, CTO is often the most technical co-founder and may be a manager, may manage VP Eng, but the role is not well defined; it's whatever the technical co-founder feels most adept at.

Later on, the situation may be inverted, i.e. CTO might report to VP Eng. Usually, VP Eng reports to CEO. The point is that operational management of engineering usually flows from VP Eng, and not very often from the CTO. If the CTO does manage, it's a small shrub on the larger org tree.

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