A remote role at Ashby.
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Original listing text, shown exactly as published by the company.
Hi 👋🏾 I’m Abhik, Ashby's Co-Founder and VP of Engineering. This role is close to my heart because, as someone who can both design and code, it’s where I’ve always done my best work, but also where I was seen as a rebel and an outsider. I want folks like me to feel at home at Ashby, and so I made Design Engineering a formal role and department that works closely with me. Our first hire was over five years ago, and we’re doubling the team from five to over ten in the next year.
This role truly expects you to design and code. Design Engineer at Ashby isn’t just a Frontend Engineer with new branding, nor is it a Designer vibe coding prototypes. Combining excellence in both is where magic happens. I found that when I put my best effort into both the design and technical implementation of a feature, I had a nimbleness and creativity that was hard to achieve when I did only one or the other. For instance, the UX and UI I envisioned often influenced the data model's design and flexibility, while the understanding of technology's capabilities often simplified or improved the design. This role embraces that.
You’ll work on our most challenging design problems, help others improve their designs by expanding and enhancing our in-house design system, and consult on bespoke design work needed by Product Engineers. To ground it with examples, Design Engineers at Ashby have:
The Design Engineer role is more common today than five years ago, but I believe Ashby offers a unique opportunity that few can match:
Why You Shouldn’t ApplyDesign Engineers come in many flavors, not all of which fit our model. Here are some reasons you might not enjoy the role:
What Seniority/Level To Apply ForWe’ve posted levels from Junior to Staff. The higher the level, the more experience and alignment with the role we expect when reviewing your application and while interviewing. Please apply to the one that sets the right expectations.
Internally, we do not use these titles, but Engineers are leveled based on proficiency (which you can read about here).
What We’re BuildingAs engineers, we are used to tooling that makes us better at what we do. When we started Ashby, we saw the opposite with Talent Acquisition software. Recruiting teams were leveling up how they did their work, but instead of software meeting this new standard, it held them back.
Scheduling a final round is an excellent example. Recruiting teams wanted to schedule candidates faster, track interviewer preparation and quality, and do it with half the headcount. A recruiter needed to manually collect availability from the candidate, identify qualified interviewers, perform “Calendar Tetris” to find who is available to interview the candidate, schedule on the earliest date possible, and make any last-minute adjustments as availability changed. They must do this while considering the interview load on each individual and whether interviewers need to be trained and shadowing others. 🥵 TA software didn’t help.
As hiring managers, we know TA is a critical function, and as engineers, we know software can do better. So, we built and continue to build Ashby to give TA teams the highest standard of tooling. Software that’s 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 want other functions and departments to be jealous of what TA teams can do with Ashby, and today they often are!
Engineering CultureOur engineering culture is motivated by Benji’s (my Co-founder and CEO) and my belief that a small, talented team, given the right environment, can build high-quality software fast (and work regular hours!). We do it through:
Minimal Process & Lots of OwnershipThe best engineers we’ve worked with delivered reliably magical outcomes. They took customer problems and relentlessly drove them to solutions that were not only successful but often brilliant and creative. While they did this with minimal oversight, stakeholders were never in the dark as to what was going on, and no setback was a surprise.
Traditional product-development processes aren’t meant for the best engineers. Their purpose is to create consistent outcomes regardless of the engineer’s skill. But, consistency comes at the expense of an engineer’s time and freedom—both ingredients necessary to generate those magical outcomes. As a result, process stifles the best engineers and doesn’t give others the opportunity to practice the behaviors that made the best engineers the “best.”
At Ashby, we want to build an environment that encourages every engineer to be their best. So, at Ashby, every Engineer runs their project. Product Managers (and Designers) build strategy, do customer research, and hand off problem briefs to Engineers. Engineers take on the rest: they research the problem, write product specs, build wireframes, and implement their solution end-to-end. We rely on engineers, not process, to push information outward to the relevant folks (e.g., Product Managers) and pull folks in to help (e.g., Designers, Infra). It’s a new level of ownership for many engineers, but we’d rather an engineer fail a bit and coach up their skills than use process as a crutch. Not everyone succeeds in our culture, but those who do thrive.
Collaboration is Natural & Communication is DeliberateOur engineering team consists of lifelong learners who are talented but also humble and kind (meet them here!). These attributes create an environment where collaboration happens naturally. 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 are in here).
To drive it home, here's a recent calendar of an engineer who has been with us for over 4 years. ~34 hours of focus time, 2.5h of interviews, and 3.5 hours of meetings:
We also meet in person at least twice a year, once as a department and once as a company. You also have a small budget to meet up with folks in your city/region.
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:
Put Effort into DiversityDiverse teams drive innovation and better outcomes.…
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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
