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by vsareto
1061 days ago
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>And how many successful CEOs of large companies were successful without demonstrating they could manage a large org before getting promoted. There's something fishy about how developers continue to demonstrate the ability to write/ship software but they don't get regular raises, but it works differently for managers/execs for some reason. This and the poaching agreements are why we have job hopping as the primary lifting force of compensation. It's also like your above post about L6s doing multiple L5s worth of work: that L6 pay doesn't scale with output/revenue impact. It should actually be the opposite because managerial badness might happen in big bangs (whole team leaving) or very obvious red flags (abusive shitbags), but developers have access to a lot more objective information that could be used to drive promotion decisions, but that still doesn't happen. |
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They do, there is an L4 to at least L7 track as an IC in BigTech and even on the corporate dev side, you can job hop your way from $80K to $170K in most major cities in the US within 8 years of starting your career.
> It's also like your above post about L6s doing multiple L5s worth of work
I didn’t mean to imply that an L6 is doing the same type of work, as a purposeful L5 I likes being able to deep dive on one “work stream” from requirements, to implementation to handover.
An L6 wouldn’t be putting in more hours they would be coordinating the work of multiple L5s. They aren’t doing more work, they are doing different work. Their contribution is valuable. But someone has to be in the trenches doing the work.