Stitch Fix is changing how retail works. We are a personal styling platform that uses art and science to deliver curated apparel and accessory items of perfect fit for women and men. Our mission is to inspire people to be their best selves.
Each team is asked to select, explain, and rank their top 8 values in order of importance.
EQ > IQ
We only hire bright, kind, and goal-oriented people.
Strong emotional intelligence stands out in our people and plays a big role in what makes our culture unique! We assess for EQ in our interviews, starting with the very first phone screen (which is always with an engineer, not a recruiter!). While bright may sound an awful lot like IQ, we don’t think of it as being the same as smart or brainy. Being bright means being intuitive, perceptive, resourceful, and astute. While we think it’s great to be the kind of engineer who can formally prove an equation for determining the storage requirements of a binary tree, we think it's more important to be the kind of resourceful engineer who can use Pry to get to the root cause of a bug.
Working with those who are likable and engaging is certainly something we all appreciate but we know it’s not enough to be nice. We find it’s imperative to our success to also be kind. Kind allows us to be considerate, thoughtful and helpful. In engineering, you will often hear kind=empathy. Being kind allows us to do what’s right for the company and the individual. We have tough conversations, actively seek out diverse perspectives, and help one another’s growth. Kind is the foundation to our being steadfastly client-focused. We are motivated by empathy for our end users, and commonly make trade-offs in favor of our (internal and external) clients.
The employees at Stitch Fix are goal-oriented folks. This can be be contrasted with someone who is ambitious (enterprising, zealous, fervent, or aspiring). Ambition itself is not wrong, but we reject people whose personal ambitions come before the team's goals. It's important that we're all working together.
We believe in delivering updates to our users as soon as they are ready.
Stitch Fix has long practiced continuous deployment. Any build on the master branch that passes its tests (which usually takes <10 minutes) is then followed by a one-step deployment script. This has worked successfully for years because of the quality of our automated tests, which we rely on heavily. Some teams deploy a few times a week while other deploy several times a day. Despite differences between various engineering teams and projects, there is a shared effort to make smaller, more incremental changes at Stitch Fix.
Our collaborative culture is part of what makes Stitch Fix unique.
In addition to building software used by Stitch Fix customers, we build many internal tools used by Stitch Fix employees. Most engineers here work directly with the people using the software they write. Engineers work together with non-technical people in other departments to solve business problems. That means the engineers supporting Merchandising work directly with buyers and planners to build the tools Merchandising needs to do their jobs. Engineers supporting Operations work directly with teams in the warehouse. We place a high value on partnership here. It's how we work everyday, and how we build great things together.
Promotes from Within
You will never be pigeon-holed here, even as the company grows.
We have recently redefined our engineering career ladder to better support both management and individual contributor (IC) tracks, both of which go up to the director level. It’s common for engineers at other companies to equate career advancement and management, but we don’t see it that way. We don’t want people to think about a move into management as a promotion. At Stitch Fix, we see it as a lateral move and people on the management track should be genuinely interested in managing. We’ve taken our time to define a robust IC track that does not require you to be a manager, but still provides opportunities to climb up to a VP equivalent, which is as high up as out management track goes without being the CTO).
Both of our career paths highlight resourcefulness. We want engineers at Stitch Fix to be motivated and self-guided, which is why so many have been promoted during their time at the company. While there are many individuals we’d love to highlight, Rachel Bobbins is a great example of someone who has leveraged her skills to take on new challenges. We will not hand you a set of tasks and a backlog at Stitch Fix, but we will definitely provide ample support and opportunities for you to develop your career in the way that best suits you.
Rapidly Growing Team
A rapidly growing team means that you will have the ability to define their own role.
Our large team is quickly expanding, which means that there are endless opportunities for people to grow both upwards and laterally. We expect that many engineers will carve out their own paths. We’re doing a lot today, but we have even bigger plans and are currently hiring to support both the current and new initiatives that will support our growth this year and beyond.
We should mention that Stitch Fix has a culture of recruiting, and it is everyone’s job to hire great people. We don’t outsource recruiting to recruiting, and hiring managers are never the only people to making the final hiring decision. We leverage cross-functional partners and dynamic interviews to fully assess talent, and treat the candidate experience and client experience with the same importance. We hope that you’ll reach out if you’re interested in learning more about being an engineer at Stitch Fix.
We view feedback as the underpinning of our culture at Stitch Fix.
At Stitch Fix we receive feedback from our clients to help us transform the way people find what they love and feedback permeates into our work culture as well. From our monthly TINYPulse, to our self-driven, twice-yearly practice of collecting 360 degree feedback, we offer many ways to both give and receive feedback company-wide. As engineers, feedback is part of our daily practice. We create and review pull requests for every code change we make. We conduct regular retrospectives with our teams to identify what's working, call out what isn't, and suggest changes. We also hold weekly one on one meetings with our managers. We have many opportunities for feedback at Stitch Fix and we're always considering how we can work better together. We have also taken the time to outline our engineering principals, the who we are that makes us:
We prefer simple solutions to clever ones
We seek to balance long-term stability with short-term necessities
We understand and accommodate changing business priorities; we aren’t rigid
We create great solutions to specific problems, only making them general or reusable once a pattern emerges
We follow the shape of the existing code when possible, not refactor just to match a style we personally prefer
We generally prefer existing solutions to creating new ones
We strive for diversity and equality; we aren’t limited to one kind of engineer
We challenge bias in ourselves and in others; we don’t accept the status quo
We bring others into the conversation; we don’t operate on a limited set of views
We interpret others' remarks generously and consider how ours might be received
We provide a high degree of flexibility in how and where we work
We are self-motivated and often self-guided; we don’t wait for direction to contribute
We leverage what we already know to solve problems quickly
We welcome new challenges as opportunities to learn, not obstacles to overcome
We know when to ask others for help; we learn on our own, but we don’t spin our wheels unnecessarily
We work directly with our users to understand their needs; we don’t operate without input
We optimize for great customer experiences rather than ease of technical implementation
We deliver quality work for our users, we don’t undermine their trust
We verify our work in production; we don’t assume a system that’s similar to the real world will be the same as the real world
We begin with the simplest thing that could possibly work and continuously refactor; we don't solve problems we don't yet have
We drive our current priority to completion before starting other work; we strive to avoid multiple things things in flight
We don't write code from a complete spec; we begin work on the pieces we understand and seek feedback
We ship in small increments rather than only once at the end of the project
We learn and incorporate feedback to move forward; we’re not stuck on our original assumptions
We make decisions based on data.
Data informs everything we do at Stitch Fix, from which pants we should order to the images that should appear on the homepage. We believe we can use data to create a better experience for our customers. That's why we employ nearly as many data scientists as we do software engineers. Data informs so many of the decisions that we make here at Stitch Fix, that part of life here is working together with data scientists to craft experiments and solve problems.
One example of how we leverage data is in how our data scientists have improved our demand model. Our buying decisions are much more informed than they would be if they were based on traditional retail models, and give us a better grasp on things like, “How many customers do we think we’ll have?” and “How many customers will be wearing smalls vs. extra smalls?” Where traditional retailers rely on industry standard size breaks, we leverage data to make informed decisions when buying and are able to better utilize that inventory.
Actively Practices Inclusion
We are a company that really values diverse thought, talent, and skills.
We know that diversity and inclusion in the Bay Area is a troubled area, and we are truly committed to improving. Our engineering team is 34% female, but we don’t compare ourselves to industry averages, nor do we believe that gender diversity is true diversity. Our entire company is dedicated to creating a more inclusive environment, and have hired Paradigm to help us deep dive into our inclusion efforts. We host Pride Month every year and are proud to be involved in the Pride Parade, a trick-or-treat session at our headquarters for our employees’ children, and Girl Geek dinners in the past. We have a primary and secondary caregiver leave policy that has nothing to do with maternity, paternity, the type of relationship, or whether the child is biological or adopted. Even our vacation policy is centered around the spirit of being your best self.
Diversity and inclusion is not a box that you check. It is a continued commitment and effort that encourages people to not only be their best selves, but to also promote the people around them to do the same.
EQ > IQ
Promotes from Within
Rapidly Growing Team
Actively Practices Inclusion
We have a non-accrual vacation policy without a fixed limit on the number of vacation days you may take in a year. Most employees take at least 3 weeks off per year. Stitch Fix also has 10 paid Holidays per year for salary employees where the office is closed.
Ruby on Rails
Following an introductory call, you’ll be asked to complete a short take-home project. If that is successful, then we will follow-up and have you complete a remote pair-programming session building off of your take-home. For the final stage, you’ll come in for a day of interviews to cover various topics such as leadership, technical and product understanding.