Take this example from her time at Facebook. But in Yung’s experience, that’s dangerous territory for an engineer to be in. Most of us would probably be thrilled to be described as “critical” to a project’s success. Strive to be the most valuable, but least critical. There are some underlying themes that can carry you throughout your career - and these three lessons have been the foundation of Yung’s at every stage: 1. THREE CRITICAL LESSONS FOR BUILDING A CAREER AS AN ENGINEER: And get a helpful rundown of her advice here. Looking for advice specific to your situation? Jump ahead to Yung’s career tips for new engineers, technical leads, domain experts, early engineering managers, more seasoned managers, and engineering org leaders. Whether it’s the young engineer peering around the corner to get a sense of what lies ahead or a seasoned leader trying to wrap their arms around increasingly thorny technical and managerial obstacles, Yung challenges every engineer to ask themselves the right questions as they plot out their careers.
With both broad lessons and targeted advice for different career phases, there’s plenty of wisdom to mine here. Finally, she covers more specific roadblocks that can appear at every stage of your engineering career, as well as guiding questions that can serve as a gut-check as you seek to push them aside. She also dives into why the IC and management tracks aren’t parallel ladders, but rather intertwined steps. In this exclusive interview, Yung shares a collection of counterintuitive career lessons, the ones she learned the hard way. “Most of the advice you hear is about advancing quickly, not stopping to soak up all you can,” she says. After a decade of working at explosive growth startups, Yung left Stripe to take some much needed time off and carve out white space to continue sharing what she’s learned.Īnd she’d like to train her focus on one subject in particular: career growth for engineers. She translated this crash course into a lot of heads down writing time, producing Stripe’s Atlas guide to scaling engineering teams, as well as her own handbook for eng teams (which covers everything from 1:1s to performance reviews). “I had to learn from piloting new internal programs, reaching out to peers and former managers for advice, and seeking out coaching and training.” At Stripe, I was one of those leaders, tasked with figuring it out and teaching others,” Yung says. At Facebook, I focused on learning as much as I could from the experienced leaders who were joining as we grew.
“ Personal growth is compounded by company growth. Taking a front-row seat on two very different startup rides left her with a clear takeaway. (Spoiler alert: she did.) In her nearly four years at Stripe as it scaled up from 200 to over 1500 people, Yung built the product management team, defined career growth and recruiting frameworks, ran the core Payments business, and spun up the company’s global engineering hub in Singapore. “I wanted to see if I had what it takes to be a great leader in a completely different environment,” she says. Yung then took on a challenge of a different sort when she joined Stripe. By the time Yung left Facebook in 2015, she was the youngest engineering director at a public company with over 10,000 employees - several rungs up from where she had started, as a new grad at the then 700-person startup.
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“I moved on from reviewing code to owning company metrics and building teams in multiple offices,” she says. Yung had to strap in as her team took on more in scope, growing from three to thirty, and beyond.
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I was still diving into code, but balancing that with learning how to recruit and hold 1:1s.” “The day-to-day wasn’t all that different. “It was three people - including myself,” says Yung. Her first taste of life as an engineering manager came at Facebook in 2011, on what she describes as a tiny team.
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Raylene Yung likes to say that her path into engineering management was in some ways gradual, and in others, a wild ride full of challenges at every twist and turn.
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