We want all of our employees at BackerKit to grow as individuals while also helping the company to grow.

BackerKit as a company is committed to each individual team member’s professional development. We work with each individual on our team to define and track OKRs that will help them grow and help the company achieve its goals. BackerKats work with their team leads, people operations, and the founders to balance contributing and learning to grow with the company.

In fact, we recently launched a Learning & Development program at BackerKit that includes a $600 annual stipend for people to use towards achieving personal or professional learning goals. Additionally and optionally, BackerKit occasionally sends team members to conferences and workshops outside of the L&D stipend.

Finally, our engineering team is currently working together to define a leveling framework to help folks level up on the team.

If this sounds interesting to you, let us know, we’d love to hear from you!

Growth to us is giving Bubblers their wings, be it craft mastery, leading, or mentorship.

One common trait among Bubblers is a hunger for learning. Everyone works on everything, and if you don’t know how to do something, you’ll gain access to knowledge through mentorship, training, and professional development.

Redbubble has a structured format for guiding personal growth and the engineering team even determines compensation using a development framework, rather than negotiation skills or salary history. This helps us avoid those really awkward and uncomfortable salary negotiations while creating a level playing ground for all to succeed.

Personal growth is central to Asana’s values, because we recognize that Asana’s growth as a product and company is dependent on the growth of each and every one of our employees.

Our commitment to personal growth is embodied in the approach we take to learning and development, mentorship, and even in our company values. Our company value of “Be real with yourself and others,” encourages employees to take our commitments to each other seriously, give feedback, and treat ourselves as whole people at work.

We’ve put several programs in place to empower every Asana to grow personally and professionally—and recognize that the two are very closely intertwined. These are just a few of our company-wide programs to support employees’ growth:

• Executive coaching for every employee: We offer life and executive coaching to every employee so they can work on the skills that matter to them. Employees can select from a curated list of coaches with whom to work.
• Formal mentorship program: Every new hire is paired with an onboarding mentor to set them up for success.
• Manager training: Every manager is supported with regular managers’ meetings as well as manager trainings to work on both functional and broader skillsets. We’ve also set up cross-functional manager support groups so managers can share learnings with a small group of peers on a more informal basis.
• Peer mentorship project: We offer a casual way to give or receive mentorship on a variety of topics ranging from basic HTML to giving feedback or dealing with conflict through our peer mentorship project. Set up in Asana, it’s a place where all employees can offer a skill that they’d like to learn or teach and connect with other employees to form mentorship relationships across the company.
• Conscious Leadership Group (CLG) training: CLG training is offered to all Asanas as a way to provide a shared construct through which to view emotions, opinions, and curiosity at work. Over two days, employees learn how to be conscious in their decisions, understand their own beliefs and triggers, as well as how to express themselves in a neutral way while still acknowledging their feelings and opinions. CLG provides more than a way to communicate at the office: many employees share that it’s improved communication in their personal lives, too.

We give team members more responsibility than they “should” take on, and we let them make (reversible or non-fatal) mistakes in order to learn.

Everyone needs the time and space to learn by doing, and because we place a high value on learning and personal growth, we are deliberate about providing both. In a more structured way, everyone has regular 1:1s with their managers to discuss how they want to develop. To direct our personal development, we also give and receive 360 feedback twice a year. Everyone at the company is encouraged to attend conferences and share resources that will help their peers also develop new skills.

On a company level, we host bi-weekly Lunch & Learn sessions, have book and blog clubs, run blameless 5 Whys whenever something goes wrong, have an all-company offsite twice a year to go deeper on improving how we work together, and conclude most projects with a retrospective to draw out any lessons on how to improve.

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 through Kip, 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).

The whole team is invested in your individual development.

At Lever, we use “Individual Impact Plans” and “Team Impact Plans” each quarter as written guides for what you, and your team, want to accomplish and what your growth goals are.

We have continuous coaching conversations between managers and their teams that take place more regularly than just once or twice a year. We believe that having these ongoing conversations helps us identify what concrete things will help us work towards our goals, and helps us create an environment where coaching and feedback is a complete norm.

Lastly, we also provide an annual stipend for employees to attend whatever conferences help them develop. From groups attending Lesbians Who Tech together, to workshops or panel discussions on management.

We want you to become the best version of yourself both professionally and personally. How can we support that?

We are intensely passionate about personal growth. We crave and thrive on feedback, and we all self-identify as avid learners. This insatiable curiosity and desire to improve every day is at our core.

Continually giving and receiving feedback is a commitment we have to each other. It’s a relationship, and each person needs to uphold it. Where we can’t get inspiration from one another, we venture beyond Universe to find it. (One reason why we cover a museum membership of your choice.)

Each of us is personally committed to the growth of the company at large as well. What this means is that we hire people who are better than we are, and look for individuals who want to be active co-creators of this company. As an employee, not only do you get the opportunity to shape our culture, our processes, and our product, but we also expect you to.

Our intention is for anyone who works at Universe to be better positioned to start their own companies, build their own teams, and create their own products. We want to equip each person with all of the skills and experience they need to truly be the best versions of themselves. Kaizen, the Japanese term for continuous improvement, is almost an obsession of ours, and one that we extend to our users. Even the first welcome email our users receive from us talks about kaizen.

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.

We have a variety of programs in place that are dedicated to fostering learning.

Change.university is Change.org’s peer-to-peer learning program. It creates an opportunity for Changers to teach and learn skills from one another. Everyone is welcome and encouraged to join. Additionally, all new hires join a group of other Change.org newbies to go through a month-long onboarding process. As part of this process, everyone in the group from around the world gathers together for a one-week retreat, called Generations. It’s a time and a space for the new team members to get to know each other and learn more about Change.org from our leaders.

Part of personal growth and development here at Change.org is creating an environment where we’re not afraid to try new ways of doing things. That means our culture allows space for failure. To get the best end result, we’re big on testing and learning from what doesn’t work. An example of this can be seen in product development – we use both Optimizely and bandit algorithms for feature testing before deploys. Making mistakes is part of human nature, but we like to take the opportunity to grow from it in a way that is safe and comfortable for everyone involved.

Don’t be surprised if you get pulled in for a brainstorming meeting to generate ideas on new products, global communication across offices, or the next book club book.

We’re greatly invested in each employee’s personal growth.

Every member gets a yearly stipend to go to conferences, take online courses, or purchase books. We encourage people to speak at conference and we’ll even cover your expenses. G Adventures also has an amazing Learning team, which creates modules to help staff with management, negotiation skills, and personal development (among other things). We’ve also recently partnered with Lynda.com to open up their entire catalogue to our employees.

Our focus on personal growth also extends to our technical blog. We want to make sure engineers have the opportunity to develop their writing skills and increase their presence in the community, especially the Python community in Toronto. Our regular Lunch and Learns also encourage developers to share and teach others about something they learned or recently released. G also does various company-wide Lunch and Learns about new trips we’re going to sell.

We also host tech meetups, Ladies Learning Code sessions, and other outreach events that are geared towards our staff and others in the community. For example, every winter we do a "Christmas in the Community" event where we host a Christmas party for the local youth. As part of our "We" vacation days, we also try to schedule events like helping out at the local food bank or youth center.

We believe in leading healthy lifestyles, and finding a good balance between time spent in front of a computer screen and time away from it.

At Routific, our team members have a lot of flexibility with their schedules. While we try to all be at the office between 10 a.m and 6 p.m. on weekdays, team members take the opportunity to work remotely when it suits them and we have a “Work From Home” tradition every Wednesday. We provide stipends for courses, conferences, or workshops that our employees wish to attend.

At a recent all-hands, we shared stories about personal growth. One of our full-time engineers, Jonathan, talked about how he first started out as an intern at Routific: “I was just a co-op intern, but I was trusted to work on the core algorithms,” Jonathan said. “The founders flew the entire team, including me, to Chicago to participate in the Techstars program.”

We also commit to personal growth and development in a very public way, in line with our core value of transparency:

At a recent company-wide feedback session, each team member wrote down a few lines of feedback for every other team member: one thing they should keep doing, and one thing they can improve upon. We went around the room and shared this feedback – publicly – with one another. The person receiving the feedback was encouraged to say ‘thank you’ out loud because receiving feedback is like receiving a gift. It is also important not to become defensive and start explaining. Just listen, acknowledge, and be thankful.

After we received this feedback, every team member wrote down what he or she wanted to actively improve upon, starting the sentence with: “I commit to…” We collected everyone’s commitments in a document, printed it, and stuck it on our kitchen wall. Our commitments are public, and our team members give each other permission to help them and to hold them accountable.

We write down our assumptions and conclusions for any kind of decision (recruiting, product, etc.) so we can learn from them in the future.

One of our engineers built a product that weighs team’s predictions based on how well they’ve performed on predictions in the past. We now use as part of product planning and overall decision making (for reference read this). We take constant improvement and challenging our own biases very seriously.

We are only as good as our employees.

We act as a software development department for our clients. We understand that the success of every project is all about reliable people. It is essential for our employees to grow with the company. When joining us you can expect technical and soft skills workshops. We tend to organise them monthly. Most recently we learned about effective communication methods and hosted SQLServer expert who presented a column store index for us.

We also attend IT conferences together like SQLDay or .NET Developer Days. Each piece of code is reviewed by a teammate before merging. This improves code quality, and encourages team members to share their knowledge and expertise.

We have established a program that we call "Learn & Grow".

Every employee gets 12 days per year for personal development. Software developers, for example, can work our open-source toolings, internal toolings, or come up with their own ideas on what to work on. In addition to that, everyone is provide with a budget for visiting conferences and workshops. For the last 10 years, we have hosted an internal company conference once a year and since about 4 years we also host a public version called the unKonf, an unconference for web- and software development in our office in Mannheim.

We have a very small engineering team, so the ownership is on the engineer to let us know the area he/she wants to develop.

Whether it’s product management, UX, management, or a specific expertise, we work closely with the individual to get there. Currently, we only have one hands-on engineer, so the room to take on a lot of responsibility is tremendous. Libby joined our team as a graphic designer, but she realized through working here that she prefers to work in client facing roles and move projects along, she now is an account strategist.

Like any relationship, our company has a two-way value stream with the people that work here.

As a company, we would like to see our products thrive, and as developers, we want to be able to unleash their creativity. This means that there will be times when people won’t be 100% aligned with our current product in the short-run, but in the long-run we believe that giving people time to do whatever they want will result in innovation and a healthier life. We encourage people to use roughly 20% of their work time to research or build anything they want, be it related to Hash or not.

As for the company's growth, we dedicate time to understand if our processes are still attending to people's needs. We value context over blindly repeating processes, so we have to dedicate time to study the context continuously.

Side projects run in our blood, and we’re always trading techniques.

We all have other side projects outside of our “9-to-5.” Employers typically discourage their employees from working on side projects, or at least it seems as if people are shy to share this information with their managers and coworkers. We couldn’t be more different here at Monograph. We have mini show-and-tells that happen organically, and as of now, it feels like they happen 3x a week. Perhaps this is because our founding team is comprised of three architects, where everyone shows each other their ideas by physically “pinning it up.”

At Monograph, you have to work on a side project. If you don’t want to, expect us to encourage you to and even put some pressure on you by buying you a domain. To us, side projects are canaries in the coal mine. The company benefits from your working on a side project just as much as you do, and truthfully, all of our SEO mastery has come from our side projects. We have a 4-day workweek so that there can be an abundance of side projects. Here are some:

• Lorem Ipsum (Alex)
• Word Counter (Alex)
• CSS Gradient (Moe)
• Cool Backgrounds (Moe)
• Section Cut (Robert)
• github.com/markjanzer (Mark)

Senior engineers are servant leaders

Angaza believes so strongly in mentorship that we deliberately scale our hiring rate to our mentoring capacity. If we feel we can’t provide the proper support for our engineers to grow into confident and independent colleagues, then we’ll dial back until mentoring bandwidth increases again.

As you can see, we expect a lot from our senior engineers. Not only must they be strong technically, but they must also be able and willing to help grow the next crop of leaders. In return, senior engineers have the opportunity not only to hone their own technical skills (spearheading our most challenging projects), but also level up their leadership skills, and convert to a management track if so desired. And while it so happens that our senior engineers each average ~15 years of industry experience, it’s demonstrated depth and breadth that we care about, not length of tenure.

From individuals pairing on a specific problem to our bi-weekly engineering practicum led by our CTO, our culture is infused top to bottom with a commitment to helping engineers maximize their rates of personal growth.

We’re all about “wearing many hats,” which leads to both personal and professional development.

Whenever we need to uplevel our knowledge, skills, and abilities, we leverage outside experts and consultants. When we first started in 2015, ML were getting more accurate and AI was becoming more accessible to developers. We weren't experts ourselves, so we hired one as a consultant to help us ramp up our timeline. Together, Daniel and the consultant built face identification models (matching faces) that work on adult faces. Our models perform as well as the ones in leading academic research papers. Now we’re working to train the model to perform face identification on baby faces - a unique challenge!

Joining Precious is an especially good opportunity for any developer that wants to apply their current skill set while also learning about computer vision.

We provide both structured and unstructured paths for growth.

Nylas provides multiple paths for mentorship to accommodate for different learning styles. If you like open-ended plans then your manager will make sure that you’re well aligned with company goals and leave space for you to figure out how to get there. For those who prefer a more structured path, we offer pairings with senior engineers who share their experiences with active, hands-on mentorship. Additionally, each engineer has a $1,000 education budget to use on classes, conferences, or materials to continue growing outside of their day-to-day work.

Above all, engineers at Nylas have the ability to push themselves out of their comfort zone by refining our processes, suggesting new product ideas, and finding new and creative solutions to improve our API. Nylas is a startup that empowers its individuals to have high levels of ownership and help drive the company forward.

Small improvements compound over time.

Small improvements every day, week, and month lead to massive gains in the long-term. Our “constantly improve” mindset is one of our core values, and something we apply to our product, company, processes, and each person as an individual. We care deeply about personal development, which is expressed in three ways:

1. We encourage traditional continued learning. One of our engineers is taking classes at Bradfield and another is volunteering at a Data Science non-profit initiative. We support any and all outside-of-work learning initiatives or interests.
2. We’ve introduced formal learning programs. Not everyone learns in the same way, so we’ve introduced programs like our Sparkswap Study Sessions. Every Friday, a team member has the opportunity to grow as a public speaker and teach the rest of the team about some core technology that we use at Sparkswap. Teaching is one of the best ways to learn.
3. We expose everyone to the entire codebase and all aspects of the business. Working at a small company on new technology is by far the best way to learn, and we make sure to take full advantage of that. Everyone has the opportunity to jump into a segment they’re interested in, and we are all constantly sharing knowledge with one another.

Small companies like ours can’t provide the same mentorship opportunities that big companies can, but we think that our Sparkwap Study Sessions, educational reimbursements, increased responsibility and ownership, and a general team attitude of collective learning more than make up for that. We’re rolling out an educational stipend and program soon, so stay tuned!

We’re not only hiring for what you can do now, but also what you could achieve years down the line, with the right guidance and assistance.

We have some of the world’s best academics and advisors helping us to navigate a complex industry, and we don’t expect people to turn up and have all the answers. We’re constantly learning, and learning to learn. One way that we share information is through our monthly showcase where team members show off what they’d achieved, or have learnt that month.

Our two co-founders - Jesse and Jiameng met at the startup company builder Entrepreneur First, and are committed to the growth mindset. Jiameng is also the organiser of the London Applied Deep Learning meetup, we encourage employees to not only attend these events but also to speak at them.

Beyond that, we’re part of a big family of Entrepreneur First network. You have the opportunity to meet and make friends with the best and most ambitious startups in London.

We often talk about the importance of individual growth.

LaunchDarkly is a place where everyone can learn and grow. We're dedicated to the professional and personal growth of all our team members which is why every team member has a $2500 annual educational stipend. People use it to attend seminars or conferences, some folks have taken classes as well. Even non-engineers have a stipend to further their personal or professional development. Taek used his stipend for food, airfare, and lodging to attend SourceCon (a conference for recruiters to share tools, strategies, and ideas).

We’re curious, motivated individuals and we prioritize training and opportunities for continued learning and professional growth.

For instance, we send teammates to workshops and conferences on a fairly regular basis – we’ve even sent people to Istanbul, Vegas (see photo below), and more. We also source experts or outside consultants to help us internally with best practices. For example, we’ve engaged with Amazon and Elasticsearch and have had experts come in for sessions to give us recommendations. During these sessions, everyone on the team is invited, can ask questions, and view the opportunity as an open consulting time. For us as a group, it’s an opportunity to get our work vetted externally. And for our teammates as individuals, it opens the door to engage with experts.

On a personal growth/mentorship level, we encourage all managers to have 1:1s with direct reports divided into 3 parts:

1. How can the manager help them avoid roadblocks in their current role?
2. OKRs
3. Personal growth — what does the teammate want to do this year/next year?

By understanding what each individual wants in terms of their career progression, we can give them opportunities on-the-job. For instance, we had an engineer who was interested in technical architecture leadership. We gave that person a project where the manager was a spectator at meetings and the teammate was driving and articulating architecture ideas.

There’s mentorship and support for whoever you are and wherever you’re trying to go.

Personal growth means something different to each person and everyone faces different obstacles in reaching those goals. Box has a number of groups that organize monthly events that aim to build community and provide support. For example, the Women in Tech group organizes internal events, sends female engineers to Grace Hopper Conferences, and has various tracks that include community outreach, networking, and career development workshops. Other groups at Box include Pride, Black Box, and Latin, to name a few. We also host Coffee Conversations where speakers are invited to speak about their career paths and provide insights about their personal journeys.

Learning and development is also embedded into our engineering operations. We have Agile Coaches who closely mentor individual teams as they adopt Agile practices, providing feedback and answering questions as they help the team deliver high quality more efficiently. There is always something to learn and we expect everyone to be growing during their time at Box.

We want employees to vocalize their interests so we can provide the tools required to pursue them.

If you have a strong interest in something, we want to hear about it. That way we can help give you the reins to bring your creative ideas to fruition and develop new skills in the process. We’re open to engineers working on projects they’re passionate about and want people to feel free to express their interests.

We’re transparent in terms of where the business is, and given this information, we want individuals to contribute their ideas and solutions to the challenges we’re facing. For example, Alberto started as a backend engineer and has become our primary infrastructure engineer over the last year. This progression stemmed from a conversation about the infrastructure we wanted to build (microservices based backend and Continuous Deployment in place), and he stepped up and said, “I think I can figure out how to do this.” The rest is history.

All employees at Relay have quarterly reviews with their managers to set goals and discuss performance.

Beyond these reviews, we stress an environment of continuous feedback and constant learning. Whether it is lunch and learn sessions or attending relevant conferences and training sessions, learning new languages and technologies has helped our employees grow at Relay. Moreover, with the help of continued management support and training, multiple tech employees at Relay have taken the initiative to become more well rounded developers and learn new languages or skill sets that align closely with their overall career objectives.

Personal growth is reflected in one of our prior values: extreme ownership.

Engineers at Blockstack are encouraged to run with their ideas, and there is no shortage of opportunities for engineers to take on here. We are still a small team working towards a new frontier and encourage a culture that challenges the status quo. As an engineer, we hope you'll seek out more responsibilities and will never limit your ambitions. We want everyone to push themselves as they push the world towards a decentralized internet. Side projects such as Radiks really make an impact for our community, and we’re in the midst of re-writing our blockchain in Rust.

We offer $1200 yearly stipend for engineers to go to conferences for personal development, we host conferences as well (see Blockstack Hong Kong), and have an extremely collaborative workspace.

We have a thoughtful employee development program called GustoFIED, or Gusto Feedback, Impact, Engagement, and Development.

Our bi-annual performance-review is an opportunity to have a very open, honest, and focused discussion on strengths and areas of development. It’s a 360-degree feedback process, which consists of a self-reflection, peer-feedback, and a follow-up 1:1 conversation with your manager. GustoFIED is not just a reflection of previous work - we also use this as a time to look forward and help Gusties develop both professionally and personally.

Our engineers also have a $1,500 annual learning and development budget. Engineers have attended classes or workshops, worked in new parts of our stack, and attended conferences. Many of our engineers have even been featured in media and at technology conferences. At Gusto, personal growth isn’t just something we think about twice a year with GustoFIED — it’s every day.

When you grow, we grow.

If you don’t grow - your team doesn’t grow. If your team doesn’t grow - the product doesn’t grow. If the product doesn’t grow - customers are going to go somewhere else. Take time to pursue your passions that will continue to bring you and your life a sense of purpose and balance.

At the core of Peergrade is a belief that the best way to learn is through mentorship, feedback, and by teaching others.

We incorporate a lot of opportunities for collaboration, code review and you will work very closely with the other members of the team. We always try to push developers with harder challenges and couple it with support from our CTO and others on the team. Through our performance reviews and 1-on-1’s we keep track of your growth and help you get to where you want to be, both in the short term and the long term. Not everyone wants to or is supposed to become management, so we try to accommodate for independent contributors too. The most important person for defining the growth trajectory of your career is yourself, and we are there to support you.

WorkMarket believes its people are our greatest asset, therefore personal growth is an important tenet in our values.

While WorkMarket has budget allocated for training, conferences, and the like, a great deal of the personal growth happens through mentoring, both through peer-to-peer and manager-IC relationships.

More remarkable is how much the individuals at WorkMarket value professional development. Unlike most companies where Human Resources is the main driver behind professional growth and educational opportunities, many of the growth initiatives at WorkMarket are self-organized (i.e. grassroot). Management supports ands foster these initiatives with the budget and resourcing as needed, but they are largely driven from the bottom-up.

One example is the emergence of internal talks, a speaking opportunity outside of the normal sprint demo, product-centric flow. It was started by a member of our engineering team, and we maintain bi-weekly open forums for presenters to get help, coaching, and feedback on improving presentation style and materials. It’s an informal workshop, and it works. Members have gone off to present at other meetups and industry events, and have even contributed to technology publications.

We believe the happiest engineers have the freedom to choose what work on.

This is facilitated by our development cycle of 8 weeks: at the end of every cycle, you have a chance to step back and move on to something different. We operate like we are all part of one team which allows people to move around fluidly.

We have an on-call system that encourages engineers to learn our entire stack, too. Every week, someone is the "bug snagger." They're in charge of wrangling bugs and creating an action plan if something crashes. The thing is, there can be bugs from all parts of the stack, so you get to learn a little bit of everything. 😉

For a small team, we have a generous continuing education budget ($5000/year).

Some members of our team use their stipend to attend conferences, some of us spend it on learning Spanish, while others of us are getting our Pilot’s Licenses. We have a true full-stack attitude that lets folks level up on new topics, all the time, regardless if its related to tech or not.

Everyone at Voom also has the support of Airbus to build their personal brand. We make space for you to spend time at work working on conference presentations and blog posts. We will also pay for travel to conferences you are speaking at.

We have a monthly budget (300 HKD/month) which you could use to learn anything you want, even if it’s not work related.

Take classes on videography, or even music lessons! We actually kind of have a band at GoodNotes, and since we didn’t have a drummer, Gabriel is taking drumming lessons!

Our research team members are not traditionally software engineers, but they’re using their stipend to learn how to code through online classes (advanced Python and iOS). You can also use your budget to purchase books. Whatever you want to do to learn and stretch yourself, we support it.

We support our teams to take an active interest in training.

People in LoyLap have different domains of expertise, so training means having someone able and willing to impart that knowledge. For example, an iOS dev expanding his domain may learn the Android SDK with the Android dev overseeing it. We also encourage our employees to make time and participate in community events. Some people attend a weekly programming book club, and we also have members participate in activities like five-a-side football. We celebrate the interests of our employees and hope to continue this culture of development both inside and outside of the workplace.

As part of having a flatter organization, managers focus on pushing the power of authority down to others instead of pushing down information and communication messages.

We genuinely want to see everyone on our team grow, learn, and mature during their time at Sensor Tower. As an engineer, you don’t need to work at a given company, you should want to work there. We are especially conscious of this because we are a self-funded company. We don’t hire for the sake of growing our numbers and improving optics for investors. We don’t believe that hyper-growth without profitability is how we should measure success. Our focus and investments are in our team and in our product, because those are the foundation for healthy, sustained growth.

We invest in our team members to grow in the team in the long term.

We want all of our engineers to progress personally, both in their technical and collaboration skills. One concrete example of this philosophy is our Tech Lead rotation. We rotate a Tech Lead per project so that all engineers get better at project timeline estimations, coordinating and collaborating with other teams, and leading other engineers. When an engineer has become a great Tech Lead, we ask her/him to mentor new Tech Leads. As every engineer grows, we all benefit.

We have an 80/20 model where we spend four days a week working on projects, leaving the fifth day for internal topics, like personal projects and interests.

As developers, we have a wide range of interests and at mindmatters, we’re encouraged to pursue them. Some people have hardware projects, while others are interested in topics like programming Alexa skills. Some people want to work on building internal tools for the company to use, like a dashboard to track working hours or a tool to log vacation days. Of course, we also have interests that extend beyond engineering, which is why some of us have started special interest groups for things like brewing beer.

The flexibility we have to decide when, where, and how much we work allows us to pursue our personal interests and learning. We also have an annual educational budget of 1000 € for people to get training and attend workshops, seminars, or development conferences in Germany (or other European countries).

If you want exposure to various teams or see yourself moving towards management, you’ll definitely find it here.

We don’t focus too much on individual contributors but certainly support a career trajectory for engineers who want to grow into team lead roles and manage large projects. At the end of the day, if you can prove yourself, then you’ll get the chance to do it. We are an early-stage startup and have been growing slowly and steadily since our inception (2012), which means each person has the ability to shape the direction and future of the company in a significant way. We also support personal growth outside our office walls, providing a $1000/year stipend for educational development, whether it’s for a SQL class or Landmark. If any of this speaks to you, or if you have any questions, please reach out!

You’ll also find Coffee Meets Bagel on San Francisco’s 2018 Top 20 Startups!