Research & Development at Range

Software can have a huge effect on the way we work. Good tools help us get where we want to go, but great tools let us enjoy the journey. At Range, we build coordination and culture software for how you want to work.

Job Openings at Range

Top Engineering Values

Each team is asked to select, explain, and rank their top 8 values in order of importance.
  • Fosters Psychological Safety

    We care so much about psychological safety that we’ve built it into our product as a feature.

    Helping develop psychological safety on teams is central to Range’s mission. At its core, Range is an async check-in tool that allows team members to share updates with one another, without using up valuable meeting time. Each person shares what they are planning to do and what they have recently accomplished. As part of each person’s update, there is also a daily question designed to improve your understanding of your teammates and cultivate psychological safety. Some are simple ice breakers such as “what did you do last weekend?” or “what’s your favorite holiday destination?”, others probe more deeply into work dynamics, such as “what are you most proud of on your team at the moment?” or “what’s one skill you’ve improved over the last year?”

    At Range, we start each meeting with a check-in so that each of us can give context for how we’re feeling and how that might affect how we participate. Naturally, we then use our own meeting tool – agendas are dynamically assembled, and everyone is empowered to raise topics: a tension, an area where they’re blocked, or any other relevant topic.

    At the end of every two-week cycle, we reflect as a team on each of our highlights and noble failures from the week, with zero judgement on the self-identified failures. We believe that building high-performance culture begins with building a diverse and inclusive environment that every member of the team feels safe in, so we aim to be models of this ourselves.

  • Flexible Work Arrangements

    Our mission is to help companies build healthy teams. We can’t be hypocritical!

    One of the biggest mistakes companies make is enforcing a one-size-fits-all work schedule on all of their employees. We recognize that some people prefer working 9-5 days while others want the flexibility to do midday yoga or shopping as they work better late at night. Whatever your work preference is, we support it. We’ve also dedicated Wednesday as a no-meeting day so that people can have additional flexibility and dedicated heads-down time.

    Creativity and innovation require high-levels of cognitive functioning, neither of which are possible when you are stressed, tired, or over-worked. Throughout the pandemic, we’ve encouraged teammates to prioritize their mental health, whether that means regularly scheduled PTO or ad-hoc afternoon walks. Working habits often emanate from the company’s founders or leaders, which is why we’re lucky that our engineering leadership team sets a good example. Our VP of Engineering, Jean, balanced work with ever-changing pod childcare responsibilities for her 5 and 8 year-old throughout the pandemic, and our CEO and technical founder, Dan, has morning and afternoon drop-off and pick-up times blocked out on his calendar for his 6 year-old.

    Our team has core hours from 11am-2pm PT for any recurring meetings or ad-hoc collaboration. Our East Coast teammates usually find a large block of morning time to do heads-down focus work, while West Coast teammates have more uninterrupted time in the afternoons.

    When it is safer to do so, we may have some optional co-working spaces and in-person team meetups, but in-office presence will always be optional. We are committed to a remote-first culture.

  • Committed to Personal Growth

    Personal development is one of our core values and we integrate into everything we do.

    As a small team, we really encourage people to stretch themselves and try new things. More importantly, we provide opportunities for you to do so without fear of reprisal or reprimand. For example, Sean expressed an interest to learn Golang and to take on increasingly bigger projects to stretch his architectural design skills. We said, “Of course!” This is also what we told Steph when she said that she wanted to design and implement a feature end-to-end.

    Despite being a small team, we’ve set aside a budget for leadership training, coaching, and Learning and Development. We also provide a therapy benefit to all of our team members, and provide peer learning and coaching. Everyone at Range is encouraged to choose a coach (another person at the company) who can help them with their personal growth goals. Coaches set up regular 1:1s and run a periodic forward-looking feedback process, though each coaching relationship is defined by the 2 individuals. Coaches can be switched up at any time (for example, if your goals for growth shift or once you've achieved the milestone you set out).

  • Open Communication

    Everyone is involved in decision making.

    We work to create an environment where everyone’s perspective can be heard. However, that isn’t to say that we’re consensus-driven. Instead, we borrow a paradigm from Apple and identify Directly Responsible Individuals (DRIs) who are then in charge of collecting and synthesizing information, and making a call. (We should note that the DRI is often not the most senior person, but the person closest to the work.)

    Transparency and inclusion are both core company values and product values of ours. You can see them in the way our founders openly discuss the corporate structure, equity, and the company’s financial situation, all the way to how our product builds trust between team members with daily questions.

  • Product-Driven

    Range was founded based on three main observations about how the world is changing:

    1. Globalization means that teams are made up of people with more diverse backgrounds, and work forces are increasingly distributed.
    2. The millennial generation has entered the workforce and brought new expectations for work: people are increasingly looking for autonomy, mastery, and purpose.
    3. Mobile, the cloud, and the rise of artificial intelligence mean that workplaces are increasingly complex.

    The global pandemic only expedited these trends and highlighted the urgent need for new tools to facilitate team communication and coordination for all companies, not just established companies that have internal teams dedicated to building such software.

    So where do we start? Range starts with the individual and the team. What do they need to be successful? What problems and challenges do they feel? And then asks, how can technology help them with these challenges and enable teams to fulfill their purpose.

    Range helps keep people informed and feel connected with their teams. Our product directly serves a customer need and in order to do so, we make sure all of our team members understand the landscape we’re operating in and that everyone empathizes with the needs of our customers. One way we do this is through using the product ourselves, but another is by regularly discussing customer research and product learnings from sales and customer success as a team.

  • Start-to-Finish Ownership

    We recognize that everyone wants autonomy, mastery, and purpose, and we make sure everyone gets all three.

    The best way to describe what this looks like at Range is by letting Sean, one of our engineering/product/design generalists, share his experiences:

    “I worked on a new weekly summary email feature, which surfaces interesting content that our users may have missed throughout the week. I was involved from the start, helping to identify, frame, and prioritize the problem based on existing customer research. From there, I designed the email content using an existing design system from Braden as a foundation, and I solicited feedback from the team. Next, I made a quick technical plan for assembling modular email content and then implemented the new email using Go and a templating system that my teammate Steph had set up. Finally, I tested the email by sending it to our own team, incorporated feedback, and then launched it to all of our users. Since shipping it, I’ve checked in on metrics to see how it’s performing. I’ve also made improvements based on customer feedback I received directly through Intercom and issues coming in through Sentry.”

  • Fast-Paced Environment

    Things change quickly, and everything is balancing trade-offs.

    As an early stage startup, we need to be able to adapt and switch courses quickly. Our philosophy is best described by this Eisenhower quote: “Plans are worthless, but planning is everything.” We value the process of planning, but don’t consider any of our plans to be carved in stone. We don't want chaos and disorder, but we also don't want to be rigid and inflexible. Striking this balance is something we actively and consciously work toward every day.

    One of the biggest frustrations people have about working at early stage startups is how often things change. People need consistency and certainty, and change creates anxiety and fear, which, in turn, are shown to decrease productivity and creativity. So how do we reconcile these two seemingly contradictory facts?

    The answer is that not all change is created equal. It’d be absurd if you needed four levels of approval to change what snacks you have in your office kitchen. Conversely, it’s going to be really jarring if you are suddenly told to drop all your work because a product line has been axed, without any explanation or foreshadowing.

    The trick is to allow for some types of changes to be fast and fluid, while requiring others to be slower and more deliberate. Some changes should require nothing more than a quick chat, while others need a stakeholder meeting, and others need an all-hands company meeting. We make sure team members are informed and involved in decision making, which means we can tune plans dynamically and quickly without people feeling like they are being jerked back and forth. Dan, our CEO, goes into detail about how we approach change at Range in his post, Shades of Change.

  • Continuous Delivery

    Tests are automatically run against pull requests, and required to pass before merge. They run in ~ 2 minutes.

    Once your commit has been approved by another engineer, it is immediately deployed to production when you hit merge. Our services are deployed to ECS and will be gracefully auto-rolled back if they fail to start. We use a variety of tools (Cloudwatch, Sentry, Pingdom) for monitoring and alerting, and Terraform to manage our infrastructure as code. (These are manually applied first to a staging environment, then to our production environment.) We use experiment flags to ship new features to production early, and then develop and deploy incrementally until they’re ready to turn on for all of our customers.


  • Fosters Psychological Safety
  • Flexible Work Arrangements
  • Committed to Personal Growth
  • Open Communication
  • Product-Driven
  • Start-to-Finish Ownership
  • Fast-Paced Environment
  • Continuous Delivery

Company Properties

  • B2B
  • Technical Founder(s)
  • Remote-OK

Team Members

  • 4 Full-Stack Engineers
  • 1 Product Designer
  • 1 Product Manager

Vacation Policy

Unlimited PTO (that people actually take). Winter and summer shutdown weeks.

Tech Stack

We have a service oriented stack deployed on AWS using containers. Most of our backend services are written in Go, with the exception of an NLP/ML service written in Python. Services talk to each other using gRPC.

Our web application is served statically from Cloudfront/S3 and is written using React. It is a Progressive Web App, with a service worker to speed up delivery.

We integrate with third party software such as Google Drive, Calendar, Jira, GitHub, Asana, Slack. These areas are some of the most complex parts of our systems. They’re also some of the most important: integrations enable the “magic” of a user coming to Range in the morning and seeing all of their work from the previous day already gathered in one place.

Interview Process

We don’t think it serves us or you to keep recruiting criteria private so we published what we look for in all teammates. For technical folks, we want to work with you to figure out how best to understand your knowledge and abilities. We will typically want to do some form of collaborative exercise, but for technical screening we are happy to use some combination of whiteboard, pair programming, or take-home exercise.