Impact is Queen. Be Measurably Better.
Two of our core values focus on outcomes, not activities. We use data to ensure we’re always confident in our decision making. Few features make it out to users without first running in an experiment. We have a simple but effective experiment framework. Periscope provides a way to share these metrics with both technical and non-technical team members. Engineers who build features consider how the data is collected, how it is surfaced, and work with the other stakeholders to determine how to measure the success of it. Beyond quantitative data, our design and customer success teams have feedback loops for collecting qualitative responses to new features to surface product challenges.
Committed to Personal Growth
We focus on careers, not jobs.
As a new hire, you will start off by working with your manager to determine which areas you want to grow: technical mastery, bias to ship, mentorship and collaboration, systemization and automation. Do you want to become a React expert? How about leading projects to deal with potential scammers via understanding message intent or devising some interesting application beyond Bayesian classification? We will match you with projects that align with both your personal career goals and the business objectives for the team. We also provide stipends for conference attendance and online courses.
Managers have regular 1:1’s with their team members, typically weekly or bi-weekly.
These 1:1’s are primarily led by you, rather than your manager. It’s a space for you to celebrate your successes, ask tough questions, and bring ideas forward. It can also be used as a place to get technical feedback, but also a great way to get to know your manager better. During the course of day-to-day development, your peers will be reviewing your code during our pull request feedback cycle: create the PR, pass our CI, two or more peers will review, and then merge and deploy. There are quarterly reviews that focus on the engineering rubric, and the developer’s career goals. This is an opportunity for you to work with your manager to decide how you want to learn and grow.
Safe Environment to Fail
We hold Blameless Post-mortems for when there are production-facing incidents.
For example, a major increase in writes to our main database caused degraded performance for our entire suite of products. This was isolated to be an issue with fetching data from one of our APIs stuck in a loop. The post-mortem focused on the technical problem, and the root causes, including recommendations for process improvements. One of the attributes our team holds dear is that of Team > Self, where any incident is the team’s fault, not the individual who may have pushed or deployed some code.
Promotes from Within
As part of our “careers, not jobs” philosophy, we want to provide you with leadership and management opportunities if you identify it as an area you want to grow.
For strong individual contributors, this means demonstrating technical leadership by example, and providing invaluable coaching in pull request reviews. For developers on the people management track, this can mean having direct reports or being a squad lead for a couple sprints.
Ali Dinani was a co-op student intern who has risen to be our Director of Growth. During this journey, he finished school while working part-time at CareGuide, and then joined as a full-time engineer. In the last two years, he has taken on more responsibility and leadership. Charing Wong is currently our Director of Product, but started as an engineer shipping features, all while demonstrating mastery of product management. Lakhveer Jajj started with us right out of university, growing his technical skills, rising to be a Senior Engineer, and is now leading us through significant technical challenges as a Director of Engineering.
Learn more about our team!
Our desk arrangements are unstructured, with people often sitting with others outside of their specific discipline.
Why? Because this allows for a higher degree of ambient knowledge sharing. It is typical for engineers to work with stakeholders outside of the engineering organization, even if the problems they are solving seem purely technical. For example, trust is fundamental to our marketplace. Engineers recently built scam detection tools to ward off bad actors. They collaborated with the customer success team who deals with users who may have been affected to best understand the types of scams. This unlocked a whole series of ideas and approaches informing further iterations.
Flexible Work Arrangements
Work where and when you are most productive.
The office tends to have the most people in from 10:00am until around 6pm. Some folks come later, others earlier. Some others will work from home on occasion. We use Slack as our main communication tool, with the pro’s and con’s of asynchronous communication. Flexibility is important, as some team members have family or care-giving responsibilities requiring them to work from home. We have team members in their 20s, 30s, 40s, 50s, and 60s. We also have developers who do short to medium-term remote work when they need to get away. Some play recreational ice hockey, and those rink times have exacting start times. Others still have evening classes they attend.
Engineers at CareGuide are the focal point for getting new features to our users.
Our squad model organizes our engineering team into groups who are focussed on a specific area of our product. It provides space for ideation, execution, and follow-up. This means you’ll work with key stakeholders in a cross-functional team to spec out, develop, and deploy features across a continuum in a user’s journey. It’s common to collaborate with customer success, marketing, and design teams, while leading the way with your good judgement. For example, our growth engineer Nick shipped a major refactor of our user sign-up flow, from ideation to production, working with design and product. Now he’s tweaking the flow given the analytics he’s collected to reduce bounce rates.