This was a good discussion about the Principal Engineer role at Amazon!
I often say that the Principal Engineer role as it exists at Amazon simply doesn't make sense at smaller companies. To many, the title just means the next highest level of engineering skills. At Amazon, it requires dealing with high levels of ambiguity, business strategy, and organizational influence. If you're at a company with <50 people, the person with that level of influence should be leading the whole technical organization - it requires a significant amount of scale before it makes sense to have an IC role for it.
I also personally appreciated Steve's points on internal level progression - or as Gergeley says, "Why being promoted from Senior to Principal at Amazon is one of the hardest jumps in tech."
Steve: "Basically, to get from senior to principal, you have to do like two and a half level jump, from L6 to L7. Technically, it sounds like one level, but at some other companies, this might be like, you know, L8, L9 or L8 and a half.
[...] I noticed that some of the best engineers that I'd ever worked with were having such problems getting to principal engineer that they ended up moving
to Facebook or to Meta or to all these other places where the progression was sane. Now they're senior staff and, you know, principal and distinguished engineer at other companies. And so because we had high standards, we actually had this brain drain."
In addition to the level itself being a big jump the promotion process is notoriously arduous and arbitrary. While I was L6, I had multiple managers over several years acknowledge that I was doing L7 work, and even agree that if I was being hired in from outside I would be hired at L7, and it was the internal promotion process that was the barrier. This was not the *only* reason I left Amazon, but it certainly made it very easy to do.
Amazon has lost a lot of skilled engineers this way, but it's a difficult problem to fix, since the incentives are fundamentally badly aligned. If an L6 engineer is already doing the work that's needed, it's very hard for a manager to justify spending the 100+ hours of work it takes to advocate for their promotion. And while there have been attempts to make the process less arduous, no one wants to be seen as "lowering standards."
I highly encourage engineers in that position to make it clear they will not be continuing to do work that way indefinitely. And I encourage leaders at other companies to learn from the example!
https://lnkd.in/guC35n2B
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