Career Ladder

Here are software engineer levels at Better together with expectations of what you need to do in order to operate at those levels.
Illustration by Yaxin Bai

Overview

The ladder is broken down into three different parts:

  1. Technical excellence: we value people with a strong technical core, and we won't compromise with this when we promote people!

  2. Initiative: a big part of operating at a higher level is not just doing what you're told, but to identify new value for the team/department/company.

  3. Influence: the best way to be a 10x engineer is to make 10 other engineers 2x more productive.

How are promotions between levels done going forward? Generally, the intent is for your manager to make an assessment and see what level you've been consistently performing at for the last six months. If it's determined that salary wise or title wise you're at one place, but you're performing according to a higher level, then your comp/title will change to reflect the new level that you've been showing that you're on.

What does it mean to consistently perform at a certain level? It means hitting essentially all points on that level and all levels below. This means that someone on a lower level might hit some points at a higher level. But it's not enough to hit some of those points in order to get a promotion: you need to make sure to hit almost all of them. There will be some managerial discretion here and of course this system isn't meant to trump common sense in terms of who is crushing it.

There's a lot of stuff in this doc, but the most important thing is that delivering business value will be what’s ultimately rewarded at Better. Since it’s very hard to estimate business value directly, we rely on a number of “proxies” for it, which are the things that are articulated in the career ladder. Common sense around who delivered most value will always trump anything on the career ladder.

The ladder

Click on the titles in the ladder to learn more

Associate Software EngineerL3

  • Technical excellence
    • Is able to work on tasks independently for a few days or up to a week

    • Works towards the engineer level – stays at the associate level for at most 12 months

    • Has a dedicated mentor (Senior Engineer) assigned for guidance

  • Initiative
    • Initiative to complete assigned tasks and responsibilities

    • Receives frequent supervision from more senior team members

  • Influence
    • Builds stable relationships with other coworkers

    • Is nice and respectful to their coworkers

Software EngineerL4

  • Technical excellence
    • Shows a grasp of the basic style guides and design patterns.

    • Shows they understand what's tech debt and what's adding/removing to it

    • Can work autonomously on projects up to a week or two in scope with minor supervision

    • Shipping features that have reasonable quality with no obvious bugs

    • Writes code that's reasonably readable and easy for other people to follow

    • Can debug basic things in production through the developer console and similar tools

  • Initiative
    • Can identify minor file-level opportunities to refactor code and sets aside time to do it

    • Occasional check-ins from more senior team members

  • Influence (essentially: individual level)
    • Constructive pull request reviews, occasionally points out issues to their team members

    • Participates in Jira conversations, standups, or other team meetings

    • Can give clear updates on how a project is going and when to expect it to be finished

    • Can call out BS when they see it

    • Points out problems and brings it to their manager's attention

Software EngineerL5

  • Technical excellence
    • Shows a good understanding of the tradeoff between perfect and done

    • Can work on projects autonomously for a few weeks with little supervision

    • Code follows general best practices for idioms and patterns

    • Has a good understanding of performance concerns

    • Can debug complex things in production (for full-stack through logs, metrics, and other tools)

    • Basic understanding of security threats and knows best practices for sanitization, authentication etc

  • Initiative
    • Can identify opportunities to refactor code and sometimes sets aside a half day or a day to do so

    • Receives general instructions on new projects/assignments.

    • Occasionally points out opportunities to use new frameworks/libraries/systems

    • Spends time staying up to date on technology trends

  • Influence (essentially: team level)

    • Can have a conversation with the PM about v1 scope and tradeoffs for a multi-week project

    • Generally know where the business is going and why we're working on certain projects vs not working on other

    • Takes time to provide constructive feedback on pull request reviews

    • Participates (but doesn't necessarily drive) technical conversations in the team

    • Provides constructive feedback during retrospectives

    • Comes to manager with problems and an idea of what could be causing it

    • Knows what battles to pick vs when to let go if someone else feels strongly about something

    • Has constructive comments rather than complaining in conversations/PRs/emails when they disagree

    • Occasionally does technical interviews, is prompt to write up feedback, and participates in candidate debriefs.

Senior Software EngineerL6

  • Technical excellence
    • Can lead a larger initiative (month or two) to say factor out a piece of code into a separate service

    • Shows excellent technical judgment in terms of what to build internally vs what to use from the outside

    • Slices their work into smaller deliverables as much as possible, and ships valuable changes incrementally in small chunks, released often

    • Can debug complex things by cross checking and systematically ruling out cases by looking at logs, metrics, and other things in creative ways

    • Knows not just their own area well, but also platform code shared across the tech team (for full-stack eg. AWS, Kubernetes, CI, build pipelines, ...)

    • Trusted to set aside time here and there for whatever technical improvements they believe in

    • Generally up to date on the current technology landscape and some trends that we could take advantage of

    • Solid understanding of security threats and proactively points out security issues in pull requests or similar

  • Initiative
    • Has frequent conversations with the PM on how to build things and often suggests alternative ways

    • Frequently identifies an opportunity to bring in an external technology

    • Understands the value of having a bias for action, preferring to make a decent decision, learning from the results, and tweaking the plan, rather than waiting to have perfect information for the decision

    • Chimes into discussions on external open source projects

    • Jumps onto outages, not a passive bystander

    • Starting conversations about technical decisions

    • Suggests process changes in the team

    • Occasionally comes up with ideas of how to make improvements to existing products and brings it up with the PM

  • Influence (essentially team level)
    • Feels responsibility for the entire team's quality – points out when eg. tests are missing or when tech debt is accumulating

    • Participates in recruiting – frequently joins for lunch with candidates, helps out with interviewing. Always gets feedback into the system quickly.

    • Regarded by the PM as someone who reliably ships things and can be trusted to make decisions

    • Seens as an informal authority on at least a few major parts of the code

    • Has a very good understanding the team's priorities and why they matter from a business context

    • Comes to manager with observations and constructive ideas for how to address it

    • Responsible for coordinating technical projects that involve other people

    • Generally unambiguous communication that's to the point

    • Clear crisp communication that's easy for other people (including PMs) to follow

    • Sees disagreements as a way to learn from people: when they are debating, they make sure they have an open mind and are willing to change their opinion

Path to Engineering Manager

Senior Software Engineer Engineering Manager

  • Senior Software Engineers L6 and higher are eligible to start progression into the management track

  • Either indicated interest or given direction by a manager - director/senior manager creates a 6 month plan and identifies areas to focus on

  • As part of the mentoring influence, should be assigned 1 to 2 L3-L5 engineers to mentor and as direct reports - ideally new team members

  • During the 6 months course, the engineer should become an effective tech lead in the current pod, assisting PMs with technical product management

  • Over the course of the 6 months, decisions between the engineer and director/senior manager will be made whether to continue on the Engineering Track or transition to Manager Track, together with title change

  • Candidates that were previously Engineering Managers/Tech Leads with 1-5 direct reports and with less than 4 years of management experience, should follow this track as well: hired as L6 Senior Software Engineers and provided a plan to move into the management track over their first 6 months

  • As Engineering Manager, Senior Software Engineers moving into this track and getting assigned L7 level, there might be a compensation change required to fit into the right bracket. It is important to try to move into the Management track while in L6/L7 to avoid this

Senior Software EngineerL7

  • Technical excellence
    • Can lead a very large initiative (multiple month) for some complex project, like introducing a new piece of technology

    • Knows the production infrastructure very well and contributes to it (for full-stack eg. AWS, Kubernetes, ...)

    • Good understanding and contributor to the entire software development lifecycle: testing, deployment, monitoring, alerting

    • Trusted to basically run with things with very little supervision beyond manager checking in

    • Plugged into the technical landscape, knows current trends and what to bring in vs what's worth waiting a bit longer for

    • Thinks about security in a defensive way, by writing fool-proof code having multiple layers of security (applicable to full-stack only)

    • Uses data to understand user behavior, often follows up post-launch and analyzes

  • Initiative
    • Brings ideas to the PM and is trusted as someone who can stake out bigger projects

    • Often identifies a new technology, builds a proof of concept, and starts a discussion with team members

    • Contributes to external open source projects

    • Proactively organizing retrospectives and other team discussions

    • Drives conversations about technical decisions

    • Drives process changes in the team

    • Often has conversations with the PM about improvements, occasionally comes up with completely new ideas

  • Influence (essentially squad level)

    • Keeps an eye on the entire team's quality and sets aside time to fix "tragedy of the commons" things (e.g. missing tests or tech debt)

    • Regular interviewer, can represent the company well and speak about the role well. Participates actively during debriefs and can weigh pros/cons. Understands the hiring market and how to attract engineers. Treats hiring as one of their most important jobs.

    • Occasionally sets ups internal training – lunch and learn with the rest of the team to show something interesting

    • Mentors younger engineers in the team (as an onboarding buddy or similar)

    • Helps organizing a team event

    • Can break down a very technical feature for a PM: why is it important and what are the subprojects

    • Supports their manager to their peers, even if they may have disagreements (that they can discuss in private)

    • Knows how to influence the team through persuasion and salesmanship, not authority

    • Thinks about culture and how to impact it

    • Assumes positive intent: understands that most things are the way they are because people made the best decision with the information they had: doesn't make negative remarks about those things

    • Has positive interactions with people outside the tech team that makes them feel confident about progress on projects or other things going on

Path to Engineering Manager

Hired as Engineering Manager

  • In order to be considered being hired into Engineering Management role directly, candidate must have been an engineering manager for more than 4 years and have management at least 5 engineers for a minimum of 2 years - Engineering Managers with less experience will start under the accelerated “Senior Software Engineer Engineering Manager” track described above and will work with hiring manager during the hiring process to define a plan

  • Expectation is to manage a 50% smaller team than in the previous position, enlarging the team by hiring in the first 12 months

  • Assigned 2-3 direct reports immediately upon joining

  • Should be showing all technical excellence, initiative and influence required for L7 Senior Software Engineers

  • Senior Engineering Managers / Director in the reporting line will create a plan and mentoring

  • Expected to code and be fully hands on

Senior Software EngineerL8

  • Technical excellence
    • Outstanding technical contributions, widely recognized throughout the whole tech team as an expert in many parts of the code base

    • Trusted to have excellent technical judgement to the point where they have full autonomy to spend their time on whatever they think is most important for the business

    • Consistently makes decisions about the technical roadmap for the whole tech team

    • Strong opinions and knowledge about the current technology landscape, can argue for/against modern technologies and their place at this company

    • Actively contributing to the platform code shared across the tech team (for full-stack eg. AWS, Kubernetes, CI, build pipelines, ...)

    • Seen as an authority on major parts of the code base and various technologies

    • Advanced understanding of security threats, proactively identifies larger classes of attack vectors, and sets aside time to protect ourselves

  • Initiative
    • Can suggest and drive an longer initiative (3+ months) to refactor major pieces of or tech stack

    • Drives discussions and conclusions about the technical direction for the whole tech team

    • Drives process changes in the entire tech team

    • Comes up with larger ideas of changes to the product roadmap and convinces the PM

    • Does things to promote the tech brand: for instance writes a blog post, speaks at an external events, or open sources projects when opportunities arise

  • Influence (essentially tech-wide level)

    • Widely recognized in the tech team as someone with consistently good judgement that people come to for help on technical decisions

    • Helps improving the interview process

    • Can sell the company to candidates very well, as well as people outside the company who aren’t necessarily candidates but might be good hires. Can understand what candidates are looking for and tailor their message to that. Thinks strategically about hiring, including team composition, diversity, and other things

    • Takes responsibility for the team morale

    • Regarded by the PM as a technical "thought partner": often the first person the PM goes to for technical advice

    • Respected by other stakeholders outside the tech/product team as someone with solid judgement. Can represent the entire tech team in such conversations.

    • Sets up whole training program/classes in new technologies or similar

    • Actively contributes to changes at the whole tech team level on process, code standards, or architecture

    • Not just aware of the business priorities, but actively promotes knowledge to other people about what's important for the business and how the work fits into that bigger picture

    • Sets the agenda during 1:1s with their manager. Brings constructive ideas and action plans for sign-off.

    • Knows how to influence the entire tech team through persuasion and salesmanship, not authority

    • Responsible for coordinating technical projects that involve other people and takes ownership to delegate out tasks and hold people accountable

    • Completely unambiguous communication, makes the main points very clear

    • Is encouraging about ideas even when they are wrong: knows that other people making suggestions is a good thing that should be encouraged, and can constructively steer people towards the right answer

    • Knows that people have emotions and can get defensive and how to work with that

    • Respected by people outside the tech team as someone they have confidence understands their needs

    • Can present larger technical initiatives to CEO or exec level people

Path to Engineering Manager

Hired as Senior Engineering Manager

  • Should have managed teams of at least 15 engineers for a minimum of 5 years

  • Assigned 4-6 direct reports immediately upon joining

  • Expected to grow team by 2-3 times in the first 12 months and groom / hire at least two EMs

L9

At this level, there is no technical counterpart.

L10

At this level, there is no technical counterpart.

L11

At this level, there is no technical counterpart.

L12

At this level, there is no technical counterpart.

L3

At this level, there is no management counterpart.

L4

At this level, there is no management counterpart.

L5

At this level, there is no management counterpart.

L6

At this level, there is no management counterpart.

Engineering ManagerL7

  • Typical Experience

    • Internal promotions without prior engineering management experience require L6 Senior Software level as well a complete “Senior Software Engineer Engineering Manager” cycle

    • External hires should have at least 2 years of experience managing engineers

  • Scope & Impact

    • Manages an independent team (pod) of 3-10 engineers

    • Ownership of a segment of over Better.com platform including multiple complex features, tools and/or infrastructure

    • Significant technical contributor, expected to spend ~50% of time as IC, decreasing towards 20-30% as the number of direct reports grows above 5 and falling to about 0% with 8-10 reports

  • Competencies

    Technical Excellence
    • See the L7 Technical Excellence section of the Technical Career Ladder

  • Prioritization & Execution
    • Shows excellent technical judgment in terms of what to build internally vs what to use from the outside

    • Generally up to date on the current technology landscape and some trends that we could take advantage of

    • Solid understanding of security threats and proactively points out security issues in pull requests or similar

    • Has frequent conversations with the PM on how to build things and often suggests alternative ways

    • Frequently identifies an opportunity to bring in an external technology

    • Jumps onto outages, and helps out organizing the work

    • Starts conversations about strategic technical decisions

    • Takes an active role in changing processes in the team

    • Keeps an eye on the entire team's quality and makes sure "tragedy of the commons" things (e.g. missing tests or tech debt) are addressed

    • Prioritizes work across the entire pod assisting Product Managers and Senior Product Managers in organizing, prioritizing and specifying work

    • Promotes shared accountability with their Product Manager counterparts, celebrates successes and evaluates failures as a unit

    • Builds autonomous teams which function without much oversight

    • Creates and maintains processes for effective project management, prioritization, and escalation, sets expectations around timelines and resourcing needs to features

    • Creates and maintains processes that create a fair and equitable experience for team members at varying levels of seniority and tenure

    • Clear understanding of feature work versus tech debt versus tech investments and discusses these with reports and PMs

    • Identifies project bottlenecks early and addresses them with PMs and other stakeholders

    • Awareness of ideal team composition, gaps in specialization and seniority, and clearly communicate why these needs are important

  • Coaching & Development
    • Regular 1:1s with direct reports delivering continuous feedback, conducts periodic performance reviews and helps direct reports identify requirements and goals for moving up the career ladder by setting clear expectations and having direct conversations identifying potential gaps

    • Makes sure code changes by the team are not introducing security nor performance risks

    • Is respected by the team as having excellent technical judgement and a deep understanding of the technology built by the team

    • Uses the authority to break ties in potential discussions

    • Creates an environment that enables other contributors to engage with initiatives and architectural advancements

    • Understands the authority their role creates and avoids swaying team decisions

    • Sets up workshops and roundtables, enabling effective knowledge sharing inside of the team as well as engineering team wide

    • Sets the agenda during 1:1s with their manager. Brings constructive ideas and action plans for sign-off.

  • Leadership & Collaboration
    • Sees disagreements as a way to learn from people: when they are debating, they make sure they have an open mind and are willing to change their opinion

    • Proactively organizing retrospectives and other team discussions

    • Supports their manager to their peers, even if they may have disagreements (that they can discuss in private)

    • Serves as a technical product manager and enables cross functional collaboration between engineering, product, design and other functions

    • Creates communication channels that surfaces critical team information horizontally (across many adjacent teams), and upwards (towards senior management and business stakeholders)

    • Shows independence in people management and doesn’t rely on their manager for all decisions.

    • Identifies issues both on team and individual level and solves them

    • Shows ability to manage ICs at a technical level above their own

    • Articulates business decisions and problems objectively and positively

    • Promotes and clarifies priorities with direct reports ensuring effective understanding of business goals and objectives

    • Leads by giving context and delegating projects rather than by exercising control

    • Addresses swiftly toxic behavior within the team and articulates and celebrates positive examples of contribution, behavior, initiative etc.

    • Promotes company and engineering team culture

Since EM is L7, being promoted from L6 SSE, is an actual promotion with a new level

Senior Engineering ManagerL8

  • Typical Experience

    • At least 2 years of Engineering Manager experience at Better or at least 4 years as Senior Engineering Manager outside of Better managing a team of 20+ people and 3+ engineering managers if joining at Senior Engineering Manager level

    • Promoted after showing constant and reliable performance as Engineering Manager over a course of at least 2 years delivering several complex projects, and building and mentoring solid range of direct reports

  • Scope & Impact

    • Directly manages individual contributors and/or engineering managers across multiple pods (10+ engineers)

    • Ownership of multiple complex and related segments of Better.com’s platform

    • Manages up to three pods inside of the same squad with each pod consisting of an Engineering Manager with 3-8 direct reports each and up to 3 L8/L9 Senior Software Engineers reporting to Senior Engineering Manager directly

    • Technical contributions generally insignificant, but capable of contributing if necessary

  • Competencies

    Technical Excellence
    • See the L8 Technical Excellence section of the Technical Career Ladder

  • Prioritization & Execution
    • Widely recognized in the entire tech team as someone with consistently good judgement that people come to for help on technical decisions

    • Helps improve the interview process

    • Manages technical initiatives spreading across multiple pods, both within and cross squads

    • Creates processes for effective project management and execution across multiple teams/pods

    • Independently plans and executes changes to team staffing, identifying gaps, defining roles and teams

    • Oversees initiatives spanning multiple quarters with extended business and software complexity technical architecture and leadership

    • Proactively identifies risks to projects and addresses them in advance

    • Maps out and manages dependencies between teams and helps guide the communication to resolve them

  • Coaching & Development
    • Mentors Senior Software Engineers on track for Engineering Management switch

    • Mentors Senior Software Engineers from L6 to L8

    • Promotes company culture as well as actively participating building and promoting engineering team culture

    • Keeps team informed on general company updates and strategic decision, promoting transparency

    • Validates their team’s technology decisions and introduces new tools, frameworks, languages

    • Identifies individual contributors with management aptitude and mentors them on their path to management

    • Guides junior interviewers to avoid interview bias and promotes welcome atmosphere on all levels

  • Leadership & Collaboration
    • Works with Senior Product Managers and Product Directors in setting mid-term goals and initiatives

    • Conducts engineering interviews in the role of a hiring manager, and evaluates technical aptitude and cultural fit of candidates

    • Knows how to influence the entire tech team not by positional authority, but by getting them excited about ideas

    • Completely unambiguous communication, makes the main points very clear

    • Is encouraging about ideas even when they are wrong: knows that other people making suggestions is a good thing that should be encouraged, and can constructively steer people towards the right answer

    • Respected by people outside the tech team as someone they have confidence understands their needs

    • Can present larger technical initiatives to stakeholders outside of the tech team

    • Can sell the company to candidates very well, as well as people outside the company who aren’t necessarily candidates but might be good hires. Can understand what candidates are looking for and tailor their message to that. Thinks strategically about hiring, including team composition, diversity, and other things

    • Not just aware of the business priorities, but actively promotes knowledge to other people about what's important for the business and how the work fits into that bigger picture

    • Manages a combination of mid-level and senior software engineers with a sustainable progress of L6-L8 promotions

    • Capable of closing strong individual contributor candidates consistently

    • Consistency in leveling of candidates and proactively identifies under / overleveled members of the team

    • Demonstrates high employee retention rates

Since EM is L7, being promoted from L6 SSE, is an actual promotion with a new level

Director, EngineeringL9

  • Typical Experience

    • At least 2 years as a Senior Engineering Manager (L8) at Better.com or 4 years as Director of Engineering elsewhere, if hired directly into the role or combined with Better.com experience

    • When promoted to Director of Engineering, a Senior Engineering Manager should have mentored and trained several Senior Software Engineers to become Engineering Managers

    • Promoted to Director role after showing constant and reliable performance as a Senior Engineering Manager for several consecutive cycles

  • Scope & Impact

    • Manager of managers, no direct IC reports except L8/L9 Principal Software Engineers

    • Leads multiple engineering teams, totaling 30-50 engineers, and Engineering Managers, Senior Engineering Managers and, optionally, other Directors of Engineering

    • Manages teams/pods of one or multiple squads

    • Negotiates employee salaries, team budgets etc

  • Prioritization & Execution
    • Excellent technical judgment and a champion to uplevel the entire software development lifecycle: testing, deployment, monitoring, alerting

    • Plugged into the technical landscape, knows current trends and what to bring in vs what's worth waiting a bit longer for

    • Promotes thinking about security to their team. Pushes for higher standards.

    • Can present roadmaps for highly technical projects to people outside technology, and explain why we are making investments and tradeoffs

    • Exceptional technical judgement, respected when making decisions about things where they might not know all the details but can see the big picture.

    • Works with other engineering leaders on processes that affect the entire engineering organization

    • Promotes architectural initiatives and discussions (without leading them), identifies and resolves critical issues affecting company results

    • Sets hiring strategy across squads in direct reporting line through collaboration with product directors and other stakeholders

    • Creates organizational structures that enable execution of company-wide goals

  • Coaching & Development
    • Demonstrates ability to build a solid organizational structure comprising at least 5 Engineering Managers/Senior Engineering Managers and their reports

    • Hires Engineering Managers and Senior Engineering Managers, and helps with onboarding by either taking over an existing team or building a new team around them

    • Serves as a coach and mentor across the Engineering team

    • Actively participates in developing strategies for improving team diversity and inclusion

    • Develops coaching and development guidelines and materials

    • Capable of hiring exceptional talent and is proactive in closing the hiring prospects

    • Proactively identifies underpaid / overpaid members and fixes the gaps

  • Leadership & Collaboration
    • Works with peers to set company wide engineering values, policies and processes

    • Works with senior executive and product leadership to define team missions, strategic goals and visions and, vice versa, represents technological strategy to business stakeholders in various functional areas and executives

    • Contributes to broad, department wide business decisions, processes and strategies

    • Uses market knowledge to set hiring salary bands and negotiation tactics

    • Can present larger technical initiatives to the CEO, executives, or outside organizations

Senior Director, EngineeringL10

  • Typical Experience

    • At least 2 years as a Senior Engineering Manager (L8) at Better.com or 4 years as Director of Engineering elsewhere, if hired directly into the role or combined with Better.com experience

    • When promoted to Director of Engineering, a Senior Engineering Manager should have mentored and trained several Senior Software Engineers to become Engineering Managers

    • Promoted to Director role after showing constant and reliable performance as a Senior Engineering Manager for several consecutive cycles

  • Scope & Impact

    • Manager of managers, no direct IC reports except L8/L9 Principal Software Engineers

    • Leads multiple engineering teams, totaling 30-50 engineers, and Engineering Managers, Senior Engineering Managers and, optionally, other Directors of Engineering

    • Manages teams/pods of one or multiple squads

    • Negotiates employee salaries, team budgets etc

  • Prioritization & Execution
    • Excellent technical judgment and a champion to uplevel the entire software development lifecycle: testing, deployment, monitoring, alerting

    • Plugged into the technical landscape, knows current trends and what to bring in vs what's worth waiting a bit longer for

    • Promotes thinking about security to their team. Pushes for higher standards.

    • Can present roadmaps for highly technical projects to people outside technology, and explain why we are making investments and tradeoffs

    • Exceptional technical judgement, respected when making decisions about things where they might not know all the details but can see the big picture.

    • Works with other engineering leaders on processes that affect the entire engineering organization

    • Promotes architectural initiatives and discussions (without leading them), identifies and resolves critical issues affecting company results

    • Sets hiring strategy across squads in direct reporting line through collaboration with product directors and other stakeholders

    • Creates organizational structures that enable execution of company-wide goals

  • Coaching & Development
    • Demonstrates ability to build a solid organizational structure comprising at least 5 Engineering Managers/Senior Engineering Managers and their reports

    • Hires Engineering Managers and Senior Engineering Managers, and helps with onboarding by either taking over an existing team or building a new team around them

    • Serves as a coach and mentor across the Engineering team

    • Actively participates in developing strategies for improving team diversity and inclusion

    • Develops coaching and development guidelines and materials

    • Capable of hiring exceptional talent and is proactive in closing the hiring prospects

    • Proactively identifies underpaid / overpaid members and fixes the gaps

  • Leadership & Collaboration
    • Works with peers to set company wide engineering values, policies and processes

    • Works with senior executive and product leadership to define team missions, strategic goals and visions and, vice versa, represents technological strategy to business stakeholders in various functional areas and executives

    • Contributes to broad, department wide business decisions, processes and strategies

    • Uses market knowledge to set hiring salary bands and negotiation tactics

    • Can present larger technical initiatives to the CEO, executives, or outside organizations

VP of EngineeringL11

  • Typical Experience

    • At least 2 years of experience as Director of Engineering at Better.com or 4 years of experience as Director of Engineering or similar elsewhere if hired into the role (or combined with Better.com experience)

  • Scope & Impact

    • Leads multiple teams/squads totaling to 50+ engineers

    • Manages 7-8 Engineering and Senior Engineering Managers and Directors of Engineering

SVP of EngineeringL12

  • Typical Experience

    • At least 5 years of experience managing an engineering team of 300+ engineers

      Proven ability to successfully take over a team of 150+ engineers and scale to 300+

  • Scope & Impact

    • Oversees an organization of 200+ engineers

    • Manages directly several Directors of Engineering and VP of Engineering