A remote Engineering Leadership role at Ashby.
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Hi 👋 I’m Colin, Director of Engineering, Europe. How do you feel about software engineers writing product specs, making product decisions, and not breaking down projects into individual tickets? If that sounds exciting (even if a bit scary), read on because I’m looking for an engineering manager to help us build a different type of engineering team and culture at Ashby.
To start, why do we need to be different? Time and again, I have witnessed engineers knowing what needs to be done yet being unable to get things done because of “the process” or because “more data is needed.” Some of the most effective projects have been skunkworks projects, where engineers have taken total ownership of a problem and driven it to completion. I want to normalize that at Ashby.
When we think about how these processes came about, we realize they carry a pessimistic mindset. They box people into smaller roles to minimize the chance of not meeting a certain standard. At Ashby. we’re building an environment that is optimistic about what engineers can own and achieve and embraces the innovative engineers (and frankly, often stays out of their way).
To accomplish this, our engineering leaders need to think deeply about individual performance, process, and culture - not running sprint planning or driving product and technical decisions. You’ll focus on building your team, their skills to thrive with the ownership they’re given, and an environment that empowers them to do their best work consistently, with little distraction. For junior EMs we try to stay within 6 direct reports. This enables them to spend time with our teams observing, correcting, praising, and, yes, coding. We like our managers to be hands-on while also making sure they’re not on the critical path.
We’ve already gathered an experienced, talented, and collaborative team of 25+ engineers. You’ll help me manage the growing team of engineers in Europe.
In addition to working with engineers you’ll also get to work on projects yourselves. Some examples of work our engineering leaders have done:
Why be a manager?I had two experiences early in my career that set me on my path. I had a great manager who asked tonnes of questions about the decisions I was making and coached me without me realizing it. And I had a terrible manager - being told to work harder after a week of 3am finishes was not what I needed as a young engineer. The stark difference between these two experiences motivated me to become a manager: I wanted every engineer I worked with to have the support I had in the best case.
Since then, as I’ve learned more, I’ve realized that I love the kind of problems I get to solve as a manager. Deeply complex problems with long-term impact both on the company and on people’s lives. One of my proudest achievements is creating a fully transparent pay system, and on the day it was revealed, everybody was happy with it. Nobody stormed out. By spending time thinking deeply about everybody’s pay and ensuring the mechanics of promotion were clear, I put the team in a place where they could see a peer was paid more than them, and it not be a problem.
Despite all this, I love being technical. I sometimes indulge myself and spend a morning writing some code to improve tests or provide better abstractions. If I couldn’t be a manager, I’d be super happy to be an IC.
I’m looking for someone who is passionate. Passionate about both management and being technical. Someone who spots a pattern amongst their team, figures out a better way for us to operate, and then builds the automation that powers it. I introduced a new process that enables engineers to merge 30% of PRs without a human review beforehand. I also built the automation that approves these PRs. I also built that automation with abstractions that make it easy for the engineers to improve the automation themselves.
It can be hard to find seasoned engineering leaders who haven’t succumbed to the status quo in some way or another. We're committed to giving all our people a total and utter lack of terrible managers, and that means we're willing to take a chance on someone early in their leadership journey who's courageous, principled, and has the drive to build themselves into a great leader who can say “Yah I know everyone is doing that, but we won't because...”
Why You Should or Shouldn’t ApplyEngineering leadership comes in many flavors, not all of which fit our model. I thought I’d outline some things I’m looking for to help you decide if this fits what you’re looking for:
What We’re BuildingTalent teams aspire to build a hiring process that identifies great candidates, moves them quickly through the interview process, and provides an excellent experience for the candidate. To accomplish this, recruiters perform thousands of daily tasks to coordinate and relay information between candidates, interviewers, and hiring managers. Teams struggle to keep up!
Scheduling a final round is an excellent example of our customers' challenges. A recruiter needs to collect availability from the candidate, identify potential interviewers, perform “Calendar Tetris” to find who is available to interview the candidate, schedule on the earliest date possible, and perform any last-minute adjustments as availability changes. They must perform this while considering the interview load on each individual and whether interviewers need to be trained and shadowing others. 🥵
Ashby provides talent teams with intelligent and powerful software that provides insights into where they’re failing and automates or simplifies many of the tasks they’re underwater with. We put a lot of effort into designing products that are approachable to beginners but mastered and extended by power users. In many ways, spreadsheets set the bar here.
We have many customers, great revenue growth, years of runway, and amazing investors like YCombinator, Elad Gil, and Lachy Groom. I’ll share more once we meet.
Engineering CultureOur engineering culture is motivated by Abhik and Benji’s (our co-founders) belief that a small talented team, given the right environment, can build high-quality software fast (and work regular hours!).
Collaboration is Natural, Communication is DeliberateOur engineering team (and the team at large) consists of lifelong learners who are humble and kind (meet them here!). These attributes create an environment where collaboration happens naturally (we filter for it in interviews). We combine this with research, prototyping, and written proposals to see around corners and get feedback from the team across time zones. Focus time is something that we hold sacred, and, with thoughtful and deliberate communication, engineers can focus 36h out of a 40h work week (Abhik wrote about it here). Even managers can rely on getting consistent time (and support to make, if necessary) to focus and do creative work without the demand of constant meetings.
Increase Leverage, not Team SizeWe built Ashby with the quality, breadth, and depth that many customers would expect from much larger teams over larger time scales. We’ve done this through investment in:
Give Engineers Ownership & AutonomyWe, as engineers, find clever ways to solve problems, which amplifies when we deeply understand the problem. All of us in technical leadership did our best work as engineers when we had a deep understanding of the end-user and the business and ownership over the solution.…
Ashby
YC W19Engineering Leadership
66 open roles on Sydicom
At Ashby, we're improving the productivity of working professionals with intelligent and powerful software. We put a lot of effort into designing products that are approachable to beginners but mastered & extended by power users. In many ways, spreadsheets set the bar here. Our first products provide talent teams with clever automation, powerful analytics tools, and customizable workflows packaged in great UX. We have many paying customers who love us and use us every day like Opendoor, Airtable, Duolingo, and Notion. Notion's Head of Talent said Ashby is "probably the tool we are in the most and rely on the most, as a recruiting team." Our culture is motivated by Abhik's (my co-founder and Head of Engineering) and my belief that a small talented team, given the right environment, can build a great product and service fast (and work regular hours!). We hire exceptional, kind, thoughtful people and provide an environment where we can be happy, feel challenged, and do our best work. We are well funded and backed by great investors, including Y Combinator, Elad Gil, and Lachy Groom. We'll share more once we meet!
Source: Y Combinator
