Our business is strong and growing, and our team is small. We’ve de-risked and proved out a lot, but there’s many more open questions we’re excited to tackle together.
If you’re an engineer curious about sales, we’ve got prospects with whom you can work; if you’re an engineer who loves designers, we’ve got loads of product surface for you. If you’d like to design entire products, we’ve got room for that too – and as Vanta grows, you’ll be known as the architect of that product.
For a long time, Algolia strived to maintain a flat organization to promote ownership and give people the room to drive major features. As we grew, we started needing middle management to operate efficiently and have promoted many engineers to be leads. Our team is ~40 engineers and we’re organized into 11 squads: Infrastructure, Developer Experience, Intelligence, Web, Visibility, Instant Search, Analytics, Discovery, Index, Instant Search for Mobile, and Search API. We promote our engineering leads from within and also fully support people to make lateral moves. Everyone has the ability to transfer to a different squad. We’ve also had people at the company change roles. For instance, Nicolas was previously a solutions engineer and later transitioned into his current role as a product manager.
Transforming endpoint security with big data analytics
Waltham, MA; Boston, MA; Boulder, CO; and Hillsboro, OR
Carbon Black is passionate about growing our employees. Not only have we seen people move up in their current teams or relevant departments, but we’ve also seen people move from completely different roles.
Each department is given a certain budget for learning and development. Sometimes managers choose what they want to send members of their teams to (based on internal/team needs), and other times members will pitch trainings, conferences, or MeetUps that are important to them. For instance, we frequently send our engineers conferences such as DevOps Days, SANS, Cubecon, AWS re:Invent, Black Hat, RSA, Grace Hopper Celebration, and many more. We also provide trainings, like Agile leadership and Kanban, for our team members.
As just one example, our campus recruiter moved into a product owner role last spring and is now a product owner team lead! There are many other examples of how we develop people at Carbon Black. To put it simply, we invest in our people and want to see them grow their careers in ways that make sense with their personal goals. We’re always evaluating new ways to support our employees and offer them more. In fact, our Chief People Officer will be moving into a new role in January that will be focused on training and growing our employees as leaders.
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