“Got a Director of Eng offer from a unicorn EU scaleup. The offer is equity-light, no refreshers or additional equity on promotions. The total compensation is below what I got at a US startup offered, in EU, six years ago, two levels below (at a senior engineer).

Come on.”
There is plenty of talent in the EU and other regions - and so much of the best talent is gravitating towards the companies that pay the top of the market. Which are - sadly - overwhelmingly US-founded and headquartered companies, hiring locally.
The irony is how the main difference between EU and US offers are less and less on base salary. The biggest difference is in equity. Many EU unicorns and decacorns offer a fraction of the equity for senior roles than US companies do. And they lose these people to equity.
To clarify: talking about a US-based company hiring someone locally, in eg Amsterdam, and an EU-based company doing the same. Both raised similar funding, have similar valuation, similar stage.

The locally adjusted offers from US co’s tend to be a lot more generous on equity.

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More from @GergelyOrosz

Jan 27
Looking back at my five years at university, the class that prepared me most for the industry was a semester-long team project where the four of us went from planning, through coding, to shipping a small app.

CS education should have more of this, and less solo work/study.
During this project I had to learn about and navigate:
- Disagreements on a team
- Learn how all of us are terrible at estimating
- Requirements wildly changed midway (very nice touch, that)
- Dealing with messy team dynamics
- Bonding as a team through tough challenges
This class way in year four of the curriculum and it acted as a well-needed reality check.

Start of the class: “Lol, this is nothing, I can single-handedly code all this. And what an awesome team we have!”

End of it: “Damn, I had no idea it’s this painful to work in a team…”
Read 4 tweets
Jan 27
Talked with @LBacaj about how he got promoted from senior engineer, to staff, to director at Jet, and this story stuck with me:

When joining the company, he really wanted to work on Pricing as he worked there before. The CTO said: "no, we need someone on Marketing." Louie then:
Figured if it's the most important thing - more important than Pricing - he'll do it.

When he joined Marketing he started by understanding the marketing business *in-depth*, talking w everyone, while he was building solutions. Reading material on how the marketing world works.
Every success at Jet for him was built on top of this. He understood Marketing, as an engineer, and Marketing understood him.

E.g. later the marketing folks were begging the CTO to give him more headcount, as he works super efficiently with his team.

The takeaway:
Read 4 tweets
Jan 27
"Why is Google, Apple, Amazon, or Microsoft not jumping on the full-remote work bandwagon already?"

Because it makes zero sense for them to do something risky like this.

Let me explain, using the innovator's dilemma these companies are facing:
As an added constraint, all of these companies are easily 5-30x in headcount than their competitors who have announced full-remote.

Even if they wanted to, the effort would be this much more complex to execute on this.

Expect these companies to trail, not lead any such shift.
"I work at one of these companies and I've had enough. I'm quitting for full-remote."

Good on you, you should! But you'll find that

1. There are fewer places that pay similar compensation & brand.

2. As long as Google etc can backfill you, they won't move on their strategy.
Read 6 tweets
Jan 26
On how every manager is different:

Manager: "I want you to take over leading this project."

Me: "No. I said before: we cannot get this project done: not without cutting scope or other, major changes."

Manager: "It's exactly why. You're the only one who's been saying this."
And that's the story on how I took over a seemingly impossible project, and eventually became a manager at Uber.

It was thanks to my manager valuing straight talk, and bringing alternatives to the table. He then took a risk on me. Not all managers are like this: I was lucky.
Read 4 tweets
Jan 25
“My book sales dropped by 60-70% since a counterfeit took over Amazon’s ‘Buy Now’ button on my book. Customers get a poor quality book with a different ISBN number.

Amazon doesn’t seem to care: they still make money.”

- from the author of a best seller tech book on Amazon.
Little has changed in 3 years at Amazon when Buzzfeed wrote about the counterfeit problem and 3rd party sellers being able to overtake the “Buy Now” button.

Anything that gets popular on Amazon - including books - will be pirated - Amazon making it easy.

buzzfeednews.com/amphtml/nicole…
I'm talking with the author and suggesting they write a thread about this on Twitter. It's outrageous that Amazon does nothing to stop counterfeit book orders being fulfilled.

There are dozens of stories of indie tech book authors being ripped off - and customers hurt.
Read 4 tweets
Jan 24
Remote work is not only creating more opportunities+better earning potential for many devs. It’s also turning software engineering into a much more competitive field.

Getting a a full-remote, highly paid/prestigious position means competing with people from around the world.
Hiring full-remote globally (eg using Remote, Deel or similar) increases the hiring pool by 5-20x for companies.

In practice, this means 5-20x more options for those perceived as the very top of the market. For many others, it means more competition, and higher expectations.
Full-remote work and global teams are also a fantastic “equalizer” in skills+confidence

Before I worked at Uber with SV teams: I always assumed those folks are better/ smarter than other regions.

Working together helped both “level up” & also understand what the global bar is.
Read 4 tweets

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