Roles on the Engineering team

This page lists the roles on our engineering team.

Software Engineer

Software engineers build our product and infrastructure.


  • Commit to a reasonable amount of work that you are going to get done for each monthly release, and then reliably get it done.
  • Post weekly updates about your progress on the monthly release tracking issue for your team.
  • Ensure that your work is directly contributing to our goals.
  • Write RFCs to recommend solutions to product and engineering problems.
  • Create and maintain high quality code, tests, and documentation.
  • Support your teammates by reviewing their code and RFCs.
  • Help us build a great team by referring people who you would like to work with again, interviewing candidates, and suggesting improvements to our hiring process.

Engineering Manager

Engineering managers lead, grow, and develop teams of software engineers.


Build an exceptional team that achieves results.

  • Ensure that the team has a roadmap that documents how it is going to achieve its goals.
  • Ensure the the team’s tracking issue captures the work that each teammate has committed to for each monthly release and post a weekly progress update.
  • Conduct monthly retrospectives with the team.
  • Conduct regular 1-1s.
  • Own the end-to-end hiring process for the team and grow the team according to the hiring plan.
  • Make compensation decisions for direct reports and candidate offers to ensure that everyone is appropriately compensated at all times.
  • Hold teammates accountable for fulfilling their responsibilities.

VP Engineering



Switching roles

Switching between an individual contributor role and a people management role (or vice versa) is a role change (not a promotion or a demotion). Each role requires a different set of skills. Generally we expect people managers to have experience doing the role of their direct reports. Role changes may involve, or be driven by, a team organization change.

Individual contributor to people manager

  1. The IC is interested in becoming a people manager and understands how a people manager role differs from an individual contributor role.
  2. The IC’s manager agrees that the IC is a good candidate for a people manager role. Ideally the IC is already doing some parts of the job that are applicable — technical leadership, planning, mentoring. The IC’s manager should collect feedback from relevant teammates.
  3. The IC’s manager identifies a small initial set of people for the IC to manage (e.g. 2-3 direct reports) for 1-2 months.
  4. The IC’s manager communicates to the team that this is a trial and the timeline for that trial.
  5. The IC sets up 1-1s with their new reports and the IC’s manager continues their 1-1s with these reports (but may reduce the candence).
  6. Throughout the trial period the IC and the IC’s manager discuss whether the trial is on track for success (and if not, what corrective actions can be taken).
  7. After the trial period is over the IC’s manager decides if the trial was a success.
    • Questions to consider:
    • Is the IC happy in the new role?
    • Are the IC’s direct reports happy?
    • Is the IC’s manager happy?
    • Outcomes:
    • If the trial was not a success then revert back to the previous state.
    • If the trial was a success then the IC is now a people manager and we can move forward with adding more direct reports in the future.

People manager to individual contributor