Retired Netflix Engineering Director On Regrets, Video Engineering, Hiring Stories

The doctor told me this is colon cancer. This is David Romka. He was an engineering director at both Netflix and Facebook, and now that he's retired, he was completely unfiltered. And I know this is gonna be controversial. I I personally don't love lead code. They nail these interviews and they get in and their engineering work is terrible. As a hiring director, he had some genuine stories that really stuck with me. He's like, aren't you gonna try to talk me

I was like, honest, you're my friend. As your boss, I don't want to lose you, but as your friend, I'm like, how can you say no? Early in his career, he had an experience. So while I was in the hospital reflecting, I realized that like this is wrong. Here's the story of his 36 year career.

So about Netflix, how did it differ from the other companies you had worked at? Every company I worked at before Netflix, well I I can't really talk much about Hughes aircraft, GM Hughes, but starting with like the IBM and moving through even these smaller companies. If we had these prima donnas, right?

They have may be really smart, but they can be really difficult to work with. People yell at you, they whatever. And the companies value, they would actually build I mean, I worked at the company in the nineties. This apparently the most critical engineer, oh, if we lose him, we're toast. The guy's cubicle was so full of junk, the walls were bulging out. He was like a pack rat.

And he wouldn't engage with anybody. And he would work all night and fix problems. He was always the hero. And the managers, they did had no understanding of what he did or whatever. But all they know is if he quits, we're in trouble. Well, he quit. Right? And guess what? The company didn't die.

Once he was out of the way, he went to do something else. Everybody else moved in. They actually had other people understand just nobody could work with this guy. And he established himself as the center of gravity for this one big area of our system. I think was the storage. I can't remember the s the part of it.

You know, and I had this kind of same thing at intervideo. I had some some colleagues, I had some really, really good colleagues that that actually helped form my technical they gave me my technical education.

But there were some people there really, really hard to work with. They would scream at you and yell at you and they would be wrong and they could never admit it, you know, and you know, the customers, you know, customers have a problem. We try to tell'em like their code is wrong and they just They respond with screaming and yelling at you. And I got to Netflix and it's like, why don't I have anybody like that? You know, and it was written in the culture deck, they don't hire brilliant jerks.

Right. If you're a person who's always going off the rails, who's yelling and screaming, who's difficult to work with, who makes yourself unapproachable. They're going to let you go. And they don't care how smart you are or how what level of contribution, because they realize and they, you know, this this was revolutionary in two thousand in the early two thousands.

You know, somebody who grows up in Meta, yeah, your point is. I mean, because that's way modern, you know, the the fame companies, at least the ones I know, Google, Netflix, Meta. That's the way they work now, but that wasn't like that. So it was I was like, wow, that was the first thing. And then the second thing.

During my interview, Patty McCord, who was a chief people officer, who inter at that time was a very small company, interviewed everybody and had to bless every hire. And you think about that. And and and I learned, I will say I learned more from Patty, I think. even then read as far as being a good leader and being a really like a good collaborative teammate. Um, but during our interview, she said something that just floored me. She says, um, we don't value twenty four seven work here.

And if you just come in and work all the time, we're not going to be impressed. And it was like, if you want to impress us, blow us away with what you can do in an eight hour day. And I also, you know, and she's like, but also let us, you know, like we like people that like if they're s laying in bed at night and they can't sleep.

odds are they're thinking about one of their problems at Netflix that they're trying to fix. And these are the people we want. And I'm just like, wow. And and that's why I got into Netflix and and that I will say that was absolutely true that

I did see people fall into that 24-7 trap. And and, you know, it's the when people work like that, one, you feel it's a compulsive need, you know, because you're, you know, you don't have a team to support you. You're doing everything, like if I stop, everything the company's gonna fail.

And two, but then you hate it'cause you're n you know, and and I just remember there was a meeting and he was like, I'm just working all the time. I can't work like this anymore And Patty was in the meeting and she says, Hey First, I want to thank you for everything you've done to try to help us be successful and not fail. And that you're even willing to work twenty four seven. Now, the second thing I have to say is don't do this again.

You need to figure out you're a manager, you're a leader, you need to figure out how to set your team up so that you don't have to work all the time. And if you want to be successful here, you have to do that. That's just that was unthinkable in 2008, 2009. Um And I even had a s you know, similar situation later at Netflix'cause, you know, we were still working on the, you know, the

A lot of you know continuous build deployment, these things didn't exist, right? Things that everybody takes for granted. They didn't really they were just coming out. You know, Google, other companies were just getting these in place. And we had some serious stability issues when we tried to go to continuous deployment and and I was over talking to it and he was a phenomenal engineer. I still engage with a guy. We both uh retired but

But I was over talking to him, I said to him by the weekend, he goes, Well, it must be nice having weekends off. I said, What do you mean? He said, We have if we quit if we stop working, you know, these systems go down. They we can't keep them running. And and it was you know, the other people that he worked with all kind of came out and I feel like I'm gonna, you know, I gotta get out of here, right? But I left and I set up a one on one with him the following week.

And I got in a room with him and I said, you need to take a vacation. He's like, I can't. We're you know, we if we don't if we're just keeping this rubbing. And I told him straight up, I said, if this company cannot survive without you here on the clock, we got a problem.

You need to take a vacation. And I don't care what happens. If things break, they break. Take your vacation. And um and he did. He went and took a week off and he came back and you know F refreshed, he had been with his family, and you know, and and And the other people on that team took time off and they were able actually rather quickly

to stabilize the system because they quit trying to do what the manager was telling them they needed to do. They decided this is how we're going to stabilize it. And then all of a sudden this team that was killing themselves just by forcing themselves to take time off. Was they actually able to come back, refresh, think about the problem, not think about how to keep the systems running. And they were actually able to have that time off. So that was.

part of net that I mean that was fundamental piece of Netflix culture. Patty told me we all have lives. See, I I don't want to work all weekend. I want to go home. I want to enjoy my life. You know, and and so I really did appreciate that. Um And I will say also Netflix was built with strong and visionary leaders. Reed Hastings had a vision from early ninety or from late nineties. And he said if if I wanted to do like DVDs by mail, this would be called DVDsbymail.com.

It's called Netflix because DVD by mail for him was a stepping stone to what he believed was the future was streaming video. And he didn't know how it was going to happen. He Reed's not a video expert, but he built a team out. of really good leaders and a really good small team of really good engineers. And it's like we're gonna solve this problem.

How did uh Netflix culture change as the company grew? You know, obviously the the the Netflix culture memo with thing is something of legends, right? People talk about it. And I what I would have to say about there's a few things I would say about that. First of all, for me personally 'Cause people would ask others, is this how it is at Netflix? And they would say, Yeah. They would ask me, I say, No, it's what we aspire to be. The culture memo is aspirational. What is the culture memo?

Oh, it's like it's like it it the original it was like some slides, like fifteen slides talking about we don't hire brilliant jerks. We want really smart people, we want to inspire people to sail the seas. We don't wanna tell them how to build a ship, right? We we you know, we um You know, we we pay top of market. We uh we uh you know, we have a keepers test, which, you know

basically we're aggressive at firing people. We're not afraid to make mistakes. Those were kind of all baked into the culture memo. But it was

You know, putting that out when it was put out w you know, in like two thousand seven, eight, the original culture, but it was that stack was actually pretty revolutionary at the time. A lot of that You know, freedom and responsibility, the whole the the ability of hiring really good people and not staying out of their way, giving them the context of what needs to be done.

l helping them understand why it matters and then expecting them to go and execute on that without you micromanaging them, you know, trust basically trust, freedom, responsibility, trust and res you know and so uh These were all really, really key parts of the Netflix culture. And I think as a small company, if what enabled Netflix to be successful, where others, other companies didn't, was that culture built around

exceptional talent. What not just engineers. Everybody I worked with at Netflix was exceptional, right? Um the marketing people, the, the, the, the content people, product, Every HR, I mean, and they were all learning. I was learning from everybody, right? I learned how to build a good team through my HR partners. They weren't just, you know, giving me resumes and

and scheduling interviews, right? They were challenging me on my hire or no hire decisions. They were, you know, pushing, you know. So I think that was fundamental. Uh I I did notice as the company was growing that. that that culture was not scaling well. And I'll I'll give you a good example. One thing Netflix didn't wasn't really big on was individual achievement. Everything was one as a team.

Everything we did was a team. Nobody ever said, for example, when we shipped the PS3, that revolutionary. rule breaker. You know, we did something so crazy. Sony, the DVD division at Sony saw what we were doing and said, please stop. We didn't design the PS3 to do this. Please stop. But we didn't stop. We broke the rule. We di we delivered a system.

In the end, they didn't say, hey, Scott Wu and David were the you know, and Mitch were the were the foundational engineers that made this all possible. It was Netflix one, you know. And At the time that was really good, but as things got bigger, this all gets lost. Right.

And instead of doing one or two things, you're starting to do many things, individual contributions, which are still huge. I mean, engineering, that's the way engineering works, we're starting to get lost. Right. And if you don't credit individuals for great engineering work. Who gets the credit? So leaders. And and I realized that that was something I struggled with. We didn't have levels.

All engineers were equal. There was only an engineer, senior software engineer, period. You could make your title anything you wanted. You could call yourself the, you know, software engineering video guru. You could call yourself, you know, whatever. You couldn't put Manager, director,

VP or chief in your title, if you weren't one of those. But other than that, your business card could say anything you wanted. Um, but there was only one software engineering level and As a small company with just senior people has worked, but as we start hiring more juniors, uh it when you as teams grow, you're gonna have really strong engineers, you're gonna have

good engineers and then you're gonna have weak engineers. And if you don't have a system in place that can understand that and and and recognize and and objectively determine who's who. then it you start having challenges with your best people. It ultimately not having a good objective process for recognizing winds' achievements and rewarding those wins and achievements ultimately impacts your best people who end up leaving.

So that was something I was struggling with. I I had was trying to argue at the they do have levels now at the time. like by the late teens, I was arguing like we really need levels because we have really s senior engineers and we've got juniors. We have people who understand our system from one end to the other and can do incredible work. And we have other they're good engineers, but they're just learning and And so um I think these were some of the aspects that didn't scale. Um other things

Like I mentioned in the early days, Patty McCord, who's one of the great influencers in my life, interviewed almost every single hire that comes in the company. Obviously you can't keep doing that. Reed Hastings have like these really small one on ones with new like four new hires at a time. He would sit and give you like an hour of his time to ask questions, to talk of a share about you know you know.

uh who you were and and what excited you about Netflix. Obviously you couldn't do that. So eventually Reed would show up with a couple other leaders with a hundred people in the room or whatever, you know. And eventually I think they probably couldn't even do that. So these are these are all challenges to scale where you know but you know

Success, right? Success means that, you know, you success means a small company becomes a big company if that's how you measure success. And success at Netflix was measured in, you know, building this product that's gonna reach the world. So success means you're gonna be big and it means that things that were easy or

worked well at a small company don't necessarily grow with you. So you you have to make those adjustments. I haven't been there for six years. I'm sure I know they brought levels and I'm sure they've done a lot of work to change that. But when I left, it I felt the culture was struggling with A culture memo that was perfect for a very small, aggressive, engineering focused company. If everyone is the same level, how did they?

compensate people differently or or you know, I imagine someone's who's a new grad that joins Netflix compared to industry veteran video expert. Right. Well I mean at the time Netflix generally didn't hire new grads. I will say generally because I found lots of clever ways to break rules and and work around um you know around that. But generally speaking, and and they had this concept of personal top of market.

Right. So if I were and they they also had this interesting thing in their culture memo that they encourage people to interview often. So if I got a job, I'll just put it out there. My starting salary when I joined Netflix, which at the time was a good starting salary, was 175K here. Somebody may think, wow, you know, you're 15 years in, that's all you got. But I mean, you know, but at the time, 2007, that was a really solid starting salary. If a year later

I would have interviewed Google and they would have offered me$200,000. I would have gone and told my manager, hey, I got this offer for$200,000. My manager would have said, had I made your choice, go work at Google or we're going to give you pay raise. Right. Because your top of market, your personal top of market has now moved. And somebody else who came in at 175 may never may not move that way. But also over time, you know, um Incumbent on us as leaders.

Which I took very serious and and the managers that that worked with me is understanding where the market is, understanding where offers are, who's getting offers, how much is Google paying, right? Meta You know, Meta was late to the video game, but by twenty it was Facebook at the time, by twenty fifteen, Netflix was very aggressive. I'm sorry, Meta was very aggressive building

A video team, how much were they offering our people? Who was interviewing of with with, you know, if somebody, you know, we understood their skill level, went and got an interview from one of these other companies, got an offer that was twice what we were paying everybody, that means we have to adjust our compensation twice. Right. That's the way it worked. But a again

In the early days it worked well, but as you get more and more people, that becomes muddied. And it becomes muddied in m several ways. One way is that, and it's unsustainable. Um Let's say an engineer who is one of your great engineers did get this offer at 2X Air Comp and we reviewed it at a senior leader level and said, Yeah, we really need this person and this is our market. Let's pay them.

Three years later, this engineer's making more than almost everybody else, still contributing at that level. But because there's no performance review, there's no, there's no a a a leader could look and say, why is this person making three times this person? 'Cause all they see is numbers. They have no context. And that's where the system started breaking. And then and then we would have like, you know, hey, you know

I'll I'll just say this. We had a some engineers some that we interviewed and offered jobs at X, and they all got competing offers at Facebook, or like five of them at 1.2 X. And we're in a room and I said, well, the culture member says we adjust our offer to one point two. Well, you know, it was w they didn't understand. We didn't have baked into our system didn't have understanding of how compensation worked like that. We didn't have a concept of leveling.

And so all of a sudden nobody could rationalize that one point two X. Now they have the leveling and I think that they would very oh, you got a an offer is an I C six at it at Google. Okay, we understand and by the way, we can all go out to you know, levels dot FYI and see what that range is. And okay, we can adjust you.

But we didn't have that back then. So that's where things got really challenging. And and and and as a leader who who you know I valued like building the team and and keeping a good team and paying them. Well, you know, market, right? I didn't want to overpay anybody. I it got really difficult. I I had a lot of Disagreements with my leadership and tried to explain to them, hey, here's my spreadsheets year over year. Here's all the work we did. Here's the offers we were seeing coming in.

And um I I do believe they fixed that problem. Actually they have ranges like every you ha as you're a large company, you have to have ranges. You you can't do any different than that. So they did fix that problem after I left.

You hired a ton of software engineers at Netflix and also I'm sure at Meta as well. How do you identify really strong software engineers in the hiring process? So this is interesting. Um actually I've had success hiring all the way up until Meta.

Meta is a big company like Google and Amazon and others, Microsoft. They've because they bring so many people in and they need to have some structure and accountability and They build a system, an interviewing system where you get to smaller companies and you're actually now me and three people on my team plus HR are interviewing somebody I want to hire.

Right. That's not the way it works. I don't know about Netflix anymore. That's the way it was worked when I was there. But you know, that's not the way it works at Meta because they just the company's too big and they hire too many people and they need to know that they're giving fair and consistent standards for hiring. Right. So, um, but I've been very successful back when when I was literally making the hire no hire decisions.

Um and it's curious. Uh I'll give a couple examples. So in the late 1990s on that first really good project, um, we interviewed a a woman actually, and um I was the last one to interview her, and she had been working in like an automated train software system, building automated train automation software, engine driverless trains.

And We our forty five minute interview went an hour and a half and she had two whiteboards covered with this system and we're walking through state transitions and I'm just blown away by like This is one of the best systems minds I've ever sat and worked with. And her understanding and the ability to explain these this complex incredibly complex district it's a distributed system not for scale, but it was distributed in terms of the way that everything fit together, the pieces all interacted.

Well, the other people gave her effectively lead code. Yeah, she was okay. Yeah, I gave her string version. Yeah, it was okay. It worked, but it wasn't. They didn't want to hire her. And I told my boss, and I said, I want to hire her. My boss pushed back. Ironically, you know, my boss was also a woman, but she was concerned, well these people are kind of lukewarm. I said, look.

This is one of the best systems engineers I've ever talked to. She understands complexity. We're struggling. All these great engineers we have, we're struggling with the integration of all these diff disparate systems we're bringing together. We need her. And we hired her and she freaking killed it, right?

Absolutely killed it. And and that's can that's gone on. Um I've I've always felt like when I'm hiring in small companies for roles for people on my team, I generally speaking, my my batting average is very close to a thousand. Um and and I think it's because, and this is going to be controversial. I I personally don't love lead code.

Because I don't think it really tells you much about it. It tells you how fast somebody can write code for a problem that they probably practiced a hundred times. Right. Because people go, but but I will say on the other side of that. When you're hiring at the volume that these large companies like Meta and Google do, you really don't have any choice. But lead code.

I've s you know, does not tell you anything about an engineer. And as I mentioned before, Engineering, first of all, I I don't think about engineering like software engineers. Right. I personally believe all engineering disciplines are all built on the same foundation. And I've mentioned this earlier, uh, we were talking that foundation is the ability to understand complex systems.

a strong technical intuition and the ability to make decisions absent good decisions, absent enough data to tell you it's the right decision. That's a intuition. And I've seen really, really good engineers move into software and be phenomenally successful. And I've seen

engineers who nail the lead code and these canned system design. They've, you know, they practiced all, you know, you know, um type ahead, Google type ahead, whatever the things we like to give them, they nail these interviews and they get in and their engineering work is terrible.

And and it's like they're not I look at their their review packets and the feedback and I'm like, this person is not making good engineering decisions. The quality of their work is really bad. So I will simply say that if you have that strong foundational engineering ability.

then then you can learn software and be a phenomenal software engineer. But I don't care how much you learn about coding, if you don't have a good engineering um foundation that might it's and you're born with it. It's like a musician, right? You can I like to play guitar, but I don't have that foundational talent that would make me a phenomenal guitar. I'm a good guitar player. I practice a lot, but I'll never be great.

So engineering is something the foundational of engineering, you're born with it. You have it or you don't. And and I think a lot of people get engineering that don't necessarily have that. And when I recognize that mindset and realize that I'm talking to a good engineer, I don't care that their software is a little subpar because I feel like I can help them with that. I can't teach them how to make good decisions. I I'll give you a really good example. This is going to blow you away.

So I was taking some classes, some graduate level classes at San Jose State. And then one class I took, my project partner, I had two partners. This is kind of funny because this was just right before I joined Meta. So, you know, here I am in my fifties and I've got, you know people in their twenties but This woman joined my team and she was just finishing her masters in in um civil engineering, I believe.

Was working in wastewater treatment and she decided she wanted to move to software. And this was her first class because you could go into the software engineering program at San Jose State. without the undergraduate requirements and you could catch up on those requirements over time by taking basically they said you can start taking master level, but you can't graduate until you complete these Bach these undergraduate level foundational classes, data structures and s you know program.

She was incredibly smart. Incredibly focused. And her m understanding of like her her m the analytical mind her

mastery of statistics and I just like and I was telling, you know, one of my colleagues at Netflix, and I just I want to hire her. I don't know how to do it, but I want to hire her. And um and I finally convinced one of my managers that we should look at her and maybe we had this idea where we didn't really have anybody who was like a date we didn't have our own dedicated DE, right, or D S.

So we thought, well, let's bring her in to help us with the data analytics. So we gave her a video software engineering problem as a take home assignment. She had never really written code. She had never worked on video. Took her three weeks and she came back and it's like, well, she made some rookie mistakes, but damn. You know? It was like and and so everybody was like kind of impressed and it was like, well, we know she's not a good software engineer.

What do we need to close a deal? And I suggested let's have her come in and teach us something. Well s all she knew was wastewater treatment'cause she worked at the Santa Clara County wastewater facility. So she came in and spent two hours on a whiteboard, and I've realized halfway through this is a freaking state machine.

And it's not a s it's a very complex state machine. And and I was just like and it we're all just I mean, two hours we're all enthralled. Everybody just totally got into it. But we got out and one of the managers who would have been the hiring manager. What the hell does sewage treatment have to do with software? And I told him, I said, look. She's a damn good engineer. And which she's already demonstrated mastery of like engineering statistics.

And I think we can teach her how to code. And he hired her. He was grumbling. And they I ran into him, ironically, after I joined Meta, I we had an at scale event and he was there and he hit David, can I talk to you? And he blow me somebody who said, She's killing it. It's like, how did you know? He said, I can't believe I was so wrong. How did you know? And I just told him straight up.

When you see a brilliant engineering mind, everything else doesn't matter. How fast they can solve leak code, whatever, do can they build like a Google type ahead, you know, scalable solution or whatever. Because these things can all be learned, they can be learned in a very short time, but you can't teach that.

And you have that young mind hungry, willing to work hard and and willing to make, you know, able to make smart decisions. So that's kind of how I approached hiring back when I was, you know, when I was actually hiring people to bring it to work for me. Uh that doesn't work. That doesn't scale. Right? You can't do that at Meta. You can't do that at Netflix today or Google. Maybe Netflix, I don't know. You can't do it at it at

Matter of goodwill just a legal and and and you know policy problems, you know, everything you'd have to worry about. I just it would break down really badly. But, you know, so we have to have the system we have to have. So basically it's like, hey, we're gonna give you a bar.

And if you meet this bar, you know, higher, no higher, yes, okay, level. This is what we can see from what we're in, you know. And I've had people that they were six somewhere else and they came, they said, Well, I got an offer of five at Meta. I was like, Look. Better to come in under. And I said if you come if you come to Meta as a five and start immediately executing as a six,

You're going to be blown away by your bonuses, your multipliers, your RSU refresh. You're going to be blown away by the way you get treated by coming in and really demonstrating that you're under level. But if you get higher at that higher level and you come in and you're struggling, you would have been a really good five, but you're struggling to execute at that sixth level. It's just not going to work because there is no way to fix that.

Right. If you get hired in a company like Meta or Google or I don't know probably any of the FANG companies and you end up being over leveled, they don't have a way for somebody, well, okay You can leave or we'll put you to a six because we hired you as a seven. There's no way to fix that problem. So when in doubt, go low and work hard and get that quick promotion, get those bonus and RSU multipliers and and you know, prove your medal.

You you mentioned in identifying the the engineering skill set, that fundamental engineering skill set. How do you how do you identify that? Like is there a question you ask or is there certain things you need to see? I think it's you interview to the person, right, not to the process. So if you know we have a master's civil engineer who's expert in wastewater treatment and It's like it's a hard engineering problem. And if you can demonstrate mastery of that problem and you can explain it.

to engineers that know nothing and we you know to the point where those of us who got it realize that like this is just a finite state machine. Right. I mean, after all, what is it what I mean, what is almost engine any engineering but I know when you get into structure and everything, it's a little different, but so many systems, mechanical systems, right? You know, uh engines, right, or whatever, they all end up kind of in some way Connecting back to like states and transitions and so

I think when you see that again, we're t we're t we we brought this person in as effectively would be like a new hire a a a junior. We had a role like as a data analyst or something. Um, but so we we had an I if we would have brought them in as a full on software engineer with these expectations up here, they would have failed. So again, that's when you're at a smaller company, um you you create flexibility.

And you can actually hire and and build people up. Is there um examples of the strongest engineers you worked with and what made them strong at Netflix?

absolute best engineer, strongest engineer I've ever worked with is Giannis Catsavanetis. I'm generally gonna try to avoid names, but I I gotta put him out. I met him in two thousand inter video. I brought him in. He was he left the industry and was working as a professor in Greece. Teaching signal processing.

And I brought him in during the summer break to to help. I was working on and this was in 2010. I was working on some ideas around parallel encoding. Uh and the the work we did gave birth to content-based encoding, which is now

how the entire industry is working. The the we wrote an early patent on that. He went back to school, but we convinced him to join us at Netflix a couple of years later. He took that one level further to to um to what to now the model for encoding for both meta and Netflix, which is called convex all encoding, which is actually Mathematically delivering the highest possible quality for a given bandwidth capability. Um, and He and I worked together at

Intervideo, Netflix, and Meta, he's an engineer's engineer and one of the most in brilliant people I've ever known. He actually developed a model for the cot that basically for codec evaluation that's a cost benefit model. For this amount of energy, you get this amount of codec efficiency. And and which is revolutionary.'Cause he's very much academic.

And y you know, and the you know, you've always heard the joke in theory, theory and practice are the same, in practice they're very different. So his brilliance, I think, was really bringing this academic world and trying to. forcing it into the practical world where we can actually make decisions based on not what some hypothetical, you know, you know, two videos you compress can do, but actually, you know, what happens when we run this test against 10,000 videos?

Or a million videos or a billion videos.

You've mentioned meta a lot at this point. Maybe we should go to that. Um, I'm kinda curious, what's the story behind you uh getting recruited to Meta or working at Meta? Sure. So um as I mentioned earlier, the Netflix culture deck, the early one, said that we really should interview often so we understand our market value, right? And

I had an outreach from Meta and I don't remember who it was. Um but it was like twenty eighteen, I think. Twenty seventeen, late twenty seventeen. I think it was late twenty seventeen. And I told my wife, I said, Yeah, you know, Facebook it was fail Facebook at the time. Facebook wants to interview me. I said, I don't want to work there, but I haven't interviewed in like twelve years. I I think I need to interview or ten years, whatever. So I went and interviewed

And I I kind of went over, I I will say honestly, a a bit full of myself because like you would hear me, we built Netflix, we built the highest scale encoding platform in the world, whatever. And and I got uh the interviews and I was um whiteboarding everything out. And I remember one guy, he he were good interviews, but this one guy stopped and said, David, you have to understand Facebook cannot solve their video scale problem with CPUs. And I just

I walked away and I emailed him back later. I was like, you floored me, right? I I never realized and and so I I I I turned eventually I got an offer and I I turned it down. I just wasn't ready at the time. Um But I had I had reached out to this guy and I just told him, Yeah, I thank you for like, you know.

letting me know that I was very narrow in how I understood the world of video because I had no concept. Right. And I want to talk about this about Facebook's metascale in a little bit. I had no understanding or concept.

Um, shortly after that, Giannis, who was in Netflix, pulled me aside and said, Hey, I've got this offer from Facebook. And we sat and talked about it. He was talking about the ASIC, he was talking about all these things he was going to work on. And I I saw a passion in him that I hadn't seen in a little while. And and he had done some really good work at Netflix, but I don't think that the culture again is not built around individual contributions. I don't think

he ever, you know, was getting the joy and I think the reward and recognition. Remember, recognition is not for an engineer, is not your name in lights. Sometimes it could be as simple as like a senior executive saying, Hey, this is really good work this person did. And I'm not saying they didn't do that at Netflix. I'm just saying it like,

We'll we'll talk about this. Met meta is very intentional about individual credit. So, and I think he felt like the problems weren't big enough for him. And he was he just had this look and I was like, wow, this is amazing. You know? And he's like, Aren't you gonna try to talk me out of it? I was like, Yeah, you're my friend. Right. Isn't it I I as an employer, as your boss, I don't want to lose you, but as your friend, I'm like, how can you say no?

And I'm not even gonna try because you know, because I care about and I I just I wish I could tell you going there would be the wrong decision. And So through that process, I started with a company. I was only interviewing just to work on my, you know, interview muscle. And in the end,

I was just looking across the aisle and thinking, man, that's a freaking hard problem. And I had a good, solid team doing well. I had a leader lined up ready to take my place. And just the way things kind of worked out. In in in twenty nineteen, um I ended up leaving Netflix and we're got out and

Facebook reached out to me very quickly. I had to reinterview'cause the gap had been too long, but I got a job offer and and I took it. I was excited and I came in um really, really excited about that um role. But I but I will have to say like you know, I'm not sure. It's really easy if you have leadership skills and talent, kind of that innate talent to be a leader, it's really easy to grow organically.

The encoding technology team in Netflix was one person, me. And then it was two. And then three, four, five, six. Then I need a manager, seven, eight, ten. Eventually I had a director under me and a and a handful of managers and a whole, you know, fifty-five people, what total? And you you know everybody, you've grown into that role, you've built trust. I came to a well functioning team. I was given responsibility for fifty five, sixty people that had a the the video processing team.

And they didn't know me from anybody. And I feel like I came in like one of the first lessons I got, and I knew we all knew that we had problems. Everybody knew. Facebook video platform, there were some quality problems. The scale had been met. The scale challenge had been met, which is the hardest problem. And they were looking for somebody to help them kind of, let's, you know, can we be a better video experience?

I remember early meeting. I started talking about some of the things I saw that maybe need to be worked on. And I got feedback, like, David, you know. First of all,'cause I told everybody I really feedback. Don't ever be afraid to give me feedback. And I was talking about something and then and and one of my people on my team

The next week at a one on one said, David, you say you like candid feedback. Can I be candid? I said, Yeah. He said, Yeah, you've been here two weeks. You're already telling us what we need to do. And I and and then we were talked about a little bit and I said, so what I think I hear you saying is I need to shut up and work on building trust. And that's what I had never that's a muscle I had never ever

developed before because I built trust by working with people and growing over time and just coming in as a senior leader, as a director. And, you know, and they're asking the company's asking, we need you to to do change, you know, to may help us, you know, improve this. Is all but you can't just come in at the same and start And I didn't and also I will say that, you know, I

Part of that was ignorance because I didn't really even fully understand. I knew what some problems they were having, but I I so I that kind of I stepped back. I realize that first and foremost, being a leader is about relationships. Ultimately we're an engineering team. We have to make good engineering decisions. But if the le if m the managers reporting to me don't trust me.

We go nowhere. And I fail. And I realize it. So that was really good feedback in the moment, um, or all near the moment. And and I spent a lot of time trying to l sit, listen, build trust.

And and and I feel I was very successful in that. Over the time, you know, I've been told even now, you know, like the team, you know, I there was a lot of respect there. They knew I respected them, even if they were struggling or needed feedback. They knew I was gonna give it to them. But but But you know, they they knew that I was gonna tell'em like it was and I was gonna be honest with'em and and so

That was my first lesson. Like it's really hard stepping in as a leader of a large team that's already doing well. If it's a broken team, your job is to unbreak it, right? But if it's a team that's actually executing well, your job is to not break it first. And then help it move forward second. And I jumped in to move forward. So that that was a really good experience for me. I I really feel like I mean my saddest thing about Meta is that it was a last job.

Because I feel like if I were gonna go take another full time job at a in an engineering company at a larger leadership role today. the value the skills I learned at Meta. I mean, I would just come in as such a better organizational and engineering leader. But I'm just kind of past the point of really wanting to take on that level of responsibility. So the only thing I I wish I could have done, you know, if there was some

I wouldn't give wouldn't trade my Netflix experience, but there was somehow like maybe I could have had these two in parallel or something. It just if the way it worked out, or if all this would have happened but happened ten years earlier, then maybe I'd be like, Hey, you know You know, six I'm fifty five and I'm gonna leave Meta and I'm gonna go join this other company to really help them, you know, build this engineering org.

But because I learned a lot. I think I learned the most about engineering leadership, not at Netflix, but at Meta, because of the the w the the challenge of the role. Yeah, I'm curious, how do you when you come in as such a senior leader, you mentioned building trust. What does that mean concretely? Like what do you do if you're coming in as a senior leader to build trust with the existing team?

Um, I think first of all, taking the time and I did spend a lot of time in one on ones, but you know, you you don't want to get over your skis, ahead of your skis. So Really spending, you know, first of all, this is a very technical role. Video processing, even further, director, these decisions are being made. You have to understand at some level why you're doing what they're doing. Otherwise, you know

they may not be successful. Um but I you know it it really involved spending a lot of time in one on ones. And talking and asking questions and making notes. And understanding the fundamentals of the system, the interactions, understanding the roles, the team, the people. I mean, one of the first decisions I had to do was like'cause they reorganized when they brought me in and oh, yeah, you need a manager for this team.

I you know it's an up-level manager and you can you can promote or you can hire and you know and here I am having to make a decision and I have managers I don't know or I could hire from externally and I'm just like and that's like Ul ultimately I and and some people why don't you just promote one of your managers. I'm like, well, I don't know him. You know, I I don't just want to make a decision'cause it's a politically correct. So I I sat on that decision.

I got into that trust building mode. I spent some time talking to them. Finally I said, okay, now and they were right. There was already a manager on the team that would have been the right manager for the role. But but I because I told my boss, well, if you thought he was the right one, why didn't you promote him before you hired me? 'Cause now you're asking me to own a decision that I can't that I don't know. But but I did take the time

And it was a difficult relationship at first with that manager because I think, you know, he kind of felt like this was his role and why isn't he giving it to me? Is he just gonna hire somebody else? I mean I have to quit. But we spent a few a little time together and I and then I had a one on one that said, you know, I I I apologize for the time.

But I just can't make a decision. This is like huge, right? It's your future, it's my future, everything. And I don't care what people tell me. I need to understand what I said. But I do believe at this point I can say with confidence you are the right person for this role and I want to move you into this role. And that kind of you know and then you know. by the time he left Meta to do something new, we had gotten past uh you know All the trust issues, he understood who I was.

You know, you know, I don't walk on water, but he knew like he he no longer assumed the worst. He always well wait a minute, I know I can trust David. If if I'm understanding this, I know that's not and he would tell me, Hey You said this, what do you mean? And so we ended up having a very good trust relationship, right? And it was really just all that was about slowing down.

Right. Not making any rash decisions, not getting ahead of yourself, not telling the team what they need to do. And you know, just like absorb, absorb, absorb. And I feel like even like if I could go back to my twenty nineteen David, just joining Meta. I would even the investment I made was I don't feel was adequate.

I was like, you that first six months, I should have just told my boss, I'm in school. And if there's a critical decision, you and I are gonna have to make it together because I need to understand. better what my team is doing. I need to know the people better. And and so I would spend even more time, both technical and people understanding that. But I I do feel like that early feedback kind of helped me correct and got me to a place where I was successful.

I see. Um at Meta, you mentioned the scale um was really unique. I'm curious, is there any uh favorite work or favorite project that you did at Meta? There's a couple things that I that I talk I already talked about the scale, bringing that Netflix quality into the meta scale, which we were successful. The the second thing really w we have to talk about is COVID.

So you remember my world at Meta, I joined in late July 2019. By March, nobody was coming to the office. Right? Not even nine months into my job, we're all working from home. And to make matters worse, um You know, we the video for I I think it was all of Facebook, but especially video, we New Year's Eve was like Like the we started planning for New Year's Eve in the summer.

Because every New Year's Eve we would see this huge spike in traffic for twenty four hours. It just like we know you know, and I guess before I joined, perhaps New Year's Eve was a system breaking But by then everybody was planning to make sure we were successful in New Year's Eve. Well, by April twenty twenty, every freaking day was New Year's Eve in terms of video upload qu quantity or volume.

in terms of streams, light is light every system we had and we're watching these systems Slowly bleeding out. Right. Cause we had never run at that kind of sustained low. We have some race conditions and all these things. And I'm just like, the whole freaking world. You know, the Prime Minister of India was addressing his country regularly using Facebook live streaming.

And the whole world is like maintaining their sanity and continuity and connection using our apps. And so that was a just a huge. Huge. I mean I I was terrified. They did the weight, you know, the the weight of that realizing and what I realized that the connection was a lot more than video, but video was like huge. And

And so but you know, but we all, you know, from our homes, we all got in and put our heads down and we f we found all these problems. We ironed out the wrinkles in our system, we resolved these race conditions and Got to where we were chugging along at New Year's Eve every day. And the systems after about a month, systems were all running, metrics were holding, the everything was really good. And so I was really proud of that. And I think

When I joined Facebook, I I didn't really understand the value proposition of the company. Yeah, I had Facebook account and I shared pictures and social and yeah, some videos now and then.

I didn't really understand because I was feeling like it was a very kind of like I my US centric view of the company. And it's just a social app that we all share our stuff on. And I learned in relatively short order, first of all, I understood what it means if your customer base is three and a half billion people. That means that the the half the world

is on your platform. It means that, you know, and again, I'm in no way disrespecting Netflix, phenomenal company, phenomenal product. But Netflix has 300 million people. So you could roughly say that's the top five percent. income in terms of income of the world. The wealthiest five percent. Um, Meta has the wealthiest fifty percent. And that wealthy is kind of a loaded term because at the bottom you're talking about people making six to eight dollars a day.

And there and and Instagram and WhatsApp in particular Facebook, this is their lifeblood. You have little mom and pop stores all through India, you know, when I and you know, I I I'll be in a Uber and the driver It was actually very early on I was going to a business meeting in in um Seattle. And the Uber driver, you know, where where do you work? I said, Facebook. He goes, Oh my gosh.

I love Facebook. You know, he's from Somalia. He's in my family. We're all across the world. And if it weren't for WhatsApp, we could not even we we we would totally lose touch. But WhatsApp keeps us connected.

And I'm just like so it was this realization that unfolded over time of what a phenomenal product and w and product this was, but not face just Facebook a company, but How important our work was.'Cause again, when people talk about social in the US that, you know, I don't care if it's TikTok or or Facebook or Instagram or they always kinda talk about the good and bad side of this other, you know, fake news, whatever, bad video, whatever.

But we are totally oblivious to how we are improving the lives of people in the rest of the world. And I when I learned that, I just I realized it's like, you know, I've always love doing what I do, but I've, you know, all of a sudden the work I do is making a difference. I realize nobody's gonna in India is gonna say, wow, David Ronka really changed my life. But in a small piece, right, that, you know, they will say that the company meta.

Change their life, gave them a business where they could support their family, gave them a platform where they could share social videos and make money, you know, and improve their standard of living. You know, gave them a way to stay in touch with their family, distributed around the world. They will say the company made a difference in their lives. And I really liked being a part of that. I I I really at the end of the day.

that and I try to explain this to people who don't work for the company or they're griping about this or that or you know, whatever. I'm saying you just don't understand, right, how good it feels to know right, you're making you in a small, small way, you're actually making a difference in the world.

Coming to the end of the interview, I wanted to do some reflections on your career. Um I think first question I'm kind of curious about is when it comes to work life balance throughout your career, how did that change throughout the different roles you had? really visionary executive that I was working for in the late nineties. You know, she gave us she sold us on something we were passionate about and we all worked hard. Um and I was working hard not because

The expectation was there, but it was because we were trying to catch up. And we did. Um, but when I went to the startup, the expectation was when I was at interview, it was a twenty-four seven expectation. And I was going to work usually at 10, 10 30 in the morning. Coming home usually a an early night would be ten at night. A late night would be like sometimes two or three in the morning. And you oftentimes seven days a week. And um

You know, we were trying to get to the IPO and then we got the IPO, but we got to get these who these new wins, bundling wins to get revenue so that our stock price will be up or whatever. Um In January of twenty four or two thousand and four, I started feeling ill on a Sunday. And was not getting better through the week. On that Friday, I went to an emergency room I was having a serious, serious problem. My wife took me to the emergency room.

Where I was immediately diagnosed, even before they had proven it, the doctor told me this is colon cancer. And I was like my digestive system was blocked and it creates a very catastrophic quick death situation. So I just I basically just fell off from a health perspective. In one week, I had been driving myself. Driving, push, push, push, and boom, I just fell off a cliff. And I woke up, you know, I was in a hospital Saturday.

Um, and I was on machines and they had got me stable and they were going to take it took a week to get me physically strong enough to have a surgery to remove the cancer. Um, and I'm laying in there in the hospital, and I know this kind of sounds cliche, but I was A dad, I had a two year old, a four year old and a seven year old.

And when you work those kind of hours, you know, my my my s my older my daughter knew me reasonably well. We had had some time and some relationship. My oldest son we had, but my youngest didn't even know who I was. I mean he knew who I was, but I was just the guy who came in. You know. Well, you're s l sitting there literally thinking you're at the end of your life. Because I was I was stage three, it had lymph node metastasis.

When I finally got out I had two surgeries, chemotherapy, but when I got out of the hospital three weeks later, I was in for three weeks and multiple surgeries and everything to recover. Um My five-year survival prognosis was about 25%. And so while I was in the hospital reflecting, I realized that like,

Like, this is wrong. Right. And I you know, this was only four years into her video. And so when I came out, it was like I can't do this anymore. And I told my boss in her video, look, I you know I still want to work here, but I can't do this.

And even and I realize it was not just because I was sick. This is you simply, if you're working in a company where they put those demands on you and those expectations that if you're not there late, you're going to get fired, the best thing you can do is leave.

Right. And and they were actually using work hours to compensate for really bad leadership. So I actually did some of my best engineering at intervideo after I got out of the hospital because I had to get back, ramp back up the full time. But I have work life balance thrust upon me. And from that point forward, it became something that I was passionate about, that I was never going to be a leader that put expectations on people that you kill yourself for the job.

You know, and literally that's what we were doing. Even though most people don't die, they they're they're they're they're selling their life, they're trading their life, their experiences, their children, whatever, anything else they could have for a job, and there's no job that's worth that. And that's where I appreciate when I got the Netflix, you know, that was a shock for me, for them to tell me in the interview that we don't value 27 word, 24-7 word.

And and if you come in and work that way, we're probably that doesn't mean you're gonna be successful. But if you come in and make really good decisions in the time you're here and go work enjoy your weekends and your time away. We're gonna love you. And I'm just like

And I realize that. So that's now part of my DNA. And I think that I what I would like to say is for everybody else that happened to be watching this, don't wait till you get cancer or have a heart attack to wait for you to realize work life balance is is is, you know, critical. Bake it into your DNA at an early age. Learn how to take time off. Take vacation. Leave your company.

alone for a week, whether it's going to kill them or not. And they can't survive without you for seven days. That's not your problem. That's their problem. And the only way you can make them understand that problem is for you to leave and make them face that problem and fix it. And so and and and then I I And I understand, like, because you know, having worked at Meta, at Netflix, these are performance-oriented companies.

And a lot of people I think feel like, well, you know, you have to work if you don't work hard, if you don't work all the time. But I think what we're doing is we're misunderstanding, right? Remember there th there's a poster at Meta that I just love. It's a rocking horse. There's a picture of a uh like a silhouetted rocking horse, and it says, don't mistake motion for progress. Right. We in order to have work life balance, we need to understand

about our role and we need to work you s work with your boss on this. What are the most important things I need to do? What are the biggest impacts I can deliver? To Netflix or Meta or Google. What are the things that really, really matter? And the other stuff, just let your boss know I'm not going to do this. And if it matters to you, I don't have time to do it. And if it matters, we have to get somebody else or you have to help me adjust my priorities.

so that I can get it done. The worst thing you can do is simply like if your boss is not giving you reasonable goals and not planning, giving you clear context around what's expected for a review cycle, the worst thing you can do is just try to to meet, you know, do everything there. Because you end up doing work that maybe wasn't that important anyway. And so We do have to own our own, you know, to a certain extent. I realize this is for somebody who just got out of college.

So maybe a little hard to to think of, but you really do have to learn how to own your time and manage your time and make decisions because you can't do everything. It as a in out of work, you may want to You know, do marathons every week and do all this other stuff and whatever. You can't do everything. You have to start picking the things that really matter. It's the same way in work. And I do believe, you know, as engineers,

You know, anybody's working in a in a environment like Google or a a fan company, there are gonna be times where we have to put our head down and crunch. It may mean working weekends, it may mean working late in the evenings. Um, but that has to be the exception, not the not the rule. It has to be the exception.

You know, you know, you're getting up to you've been working on something all all half. You've been got your head down. Now you've got, you know, you're getting to the end. You're about to roll this feature out. You may have to spend a little extra time getting it out. It's like, okay, so I'll plan for it. Like I know that, hey, in, you know, like in like either like it. Sometime May June I'm gonna have to get my head down and I I may have to work a lot to get this across the finish line.

But then I'm gonna pull back out and then I'll take a vacation or whatever. You know, you have to have that mindset. And again, you always have to make sure your manager is giving you clear context on what really matters. and focus on those things. And then I think you find work-life balance happens even at a challenging high performance company like Netflix or Meta.

When you look back on all the companies that you worked on, I'm curious which one do you think you learned the most at or which one, you know, taught you the most and why? My last four jobs each did their piece. The first job of first of the four turned me into a full-fledged high performance software engineer. I mean performance by the problems you solve, not by the hours you work.

The second job gave me a really good video foundation. Netflix, you know, was a zero to one, right? People who were at Facebook. from two thousand eight, two thousand twelve, understand and if they're still here, understand how, you know, that early company where you're building a zero to one product versus, you know, working at a mature company. So I I You know, I think I learned a lot about leadership, about hiring, firing.

Um and and and context, setting context and executing and cross functional, these things I all learned at Netflix and brought to Meta. What I came to Meta lacking was an understanding of objective like planning. reviews and performance and having an objective process and I I

I mean PSC time was both like the most dreaded time of the year for me and my favorite time of the year. Right. Is one of the things I really en and I I I I mean this because, you know, Meta is overindexed on individual credit. And The whole like, you know, you're everybody writes their self-reviews and their manager turns it into a

a review, uh uh um performance packet. He brings in feedback and, you know, lines up things with goals and And then that's brought into a large group and of the what we call calibrations, where you're, you know, people are challenged.

Right. It's because every manager thinks their team is the best team on the planet. And their engineers are the best engineers on the planet. And that the reality is where other managers, you're convincing other managers, not through Arguments or you know, the pushing hard, but through data, convincing them that this engineer deserves this.

level and and that they were the ones to get credit. And we would argue a lot, wait, this project, who worked on this project? Who did what? Who gets the credit? And like That's it's something we take so seriously. And and to me it was so important is is like taking the time and having the conversations al across a larger team of leaders.

And understanding how individual engineers, how they impacted, how their impact landed, how they moved the needle, um, how they, you know, how they brought other engineers through, how they led projects. Um And making and getting that credit down on paper. When when you leave Meta, the one thing that you get to bring with you is every single performance review package you was ever written. Everything I did at Meta.

Every negative feedback you need to get better, every great win is all cast in stone. Not only do I have that. 2000 years from now, when they're unearthing like and they find meta hard drives, they're gonna find my stuff, they're gonna know what I did at meta. Right. That's how important. meta takes individual achievement. And I think that

That I to me it's one of the best things about the company. There there's a lot of great things about Meta. I feel like I had always heard horror stories about oh the PSC performance curves, everything else. And then I got into Meta and I was like, you know, this really matters. And so at the end of the day, being able to the the greatest joy I ever had was having one of my direct reports and handing them a redefined expectations. Rating.

There's nothing as a leader. And it didn't matter that my rating was meets all. I had like two REs on my team over like over the course of a year. I mean it's just like And and I have GEs and but even the ones that were not doing well and I had to give them like, hey, you know, they're below expectation, you know, trying to work with them to get back up. That that all is so important. I get back to the people thing, right?

And so I really valued that work. I that's what I learned at Meta more than I I mean, I learned a lot. I learned I used to think scale was sc you know, I read books and took classes and you know, XYZ, you know, sharding, partitioning, and microservices. And I get them at it in all those books. These guys don't know what they're good books. They really didn't know what they were talking about. Nobody understands scale. at that level, except for a few companies that are dealing with like

you know, billions of users. And all the yeah, so Anyway, these are the two big things I learned. And I to me the most valuable one. And the one that I think that I got from Meta that I would bring to the next job if I was to take a full time job was how to establish a system for objective Planning, review, and performance. Is there a top book that had an impact on your career? And if so, what is it?

Yeah, so I'm really gonna date myself here. But the book that I that immediately came to mind when I saw his question was Twelve Secrets to Microsoft Success. This book came out in the late nineties. And um there was some real there was really some radical thinking. I mean, you know, I mean we look at Microsoft as a very different company that was in the nineties. In the nineties everybody thought Microsoft was gonna own the world and everybody was, you know, Windows everywhere. But

There was some really radical thinking at that company, right? Um in their baked into their culture, right? The the concept of betting the company. Right. And I saw that at Netflix, right? Amazon, Meta, right? You see I know not necessarily bet all in, but you see a big opportunity. You're

literally betting the company on it. Um the the whole thing of like, you know, let's quit saying failure is bad, right? There is such a thing as good failure, right? And you expect it. And if a company's executing well and healthy, Things are gonna fail. Projects are gonna fail. People are gonna fail. Engineers are gonna be working on something. It's not gonna work out the way they want it. And and the takeaway from that, right, we're

You can fail on a big engineering investment in meta. It's not that you fail, it's how you fail, what you learned and what you bring forward so that people can see that, yeah, this was was a rational bet, was a reasonable bet. And they did it and it didn't work and and they've they've really handled it well. They managed the risk. They got out early. So you can failure can be success, right? If you it based on how you manage it.

Um, Microsoft was the first company to publicly state a uh policy of hiring the top five percent. Their target was to op hire the top five percent of all software engineers in the world or the, you know. And they set up their interview and screening, which is kind of a predecessor to what we do now at the fan companies. Um, and I think that that, you know, that was really revolutionary. Dog fooding, right? The term dog fooding was invented by Microsoft.

Um they talk about that in the book, right? Before people would work on projects that products they never saw, they never ran, they never tested, they didn't experience bugs. You know, when Microsoft when Bill Gates forced everybody on the NT team to the whole company is going to shift to NT server when NT server was failing badly, put all the bugs in this OS in the in the like ninety five, ninety six.

in front of the entire company. And all of a sudden this this operating system that couldn't ship started getting fixed, moving, moving, moving. Um And then the crazy thing that they talked about in that book was somewhere between Windows 95 and and when the book was written, when Microsoft was growing leaps over bounds. Bill Gates instituted a company wide hiring freeze. And and it's like, what, you know, shocks you. Well

He felt they were hiring too many people too fast and they were investing too much money in things that didn't matter. And if you you is you're too old for this probably, but Um, Incarta, Bob, if you remember Microsoft Bob, these silly little animated icons, all these silly things that Microsoft was doing that were pointless. And as soon as he instituted a hiring freeze, he forces executives to start killing projects and putting the people on stuff that matters.

Because he felt like hiring was getting out of control. Like we're hiring too many people. We're just putting them everywhere. People are working on things that don't matter. We're losing control of the company.

And he instituted a hiring freeze that basically they ended up cutting like the bottom twenty per which they should have done anyway. You know, a healthy business is and we're actually much better at that now. Like, you know, Meta's pretty aggressive at cutting, you know, projects that aren't Proving out.

That didn't happen back then, right? The companies like once you got this established team and people and your little you know, th things just didn't get cut. So that was pretty radical. So I think, you know, Microsoft introduced some engineering leadership concepts that really I don't don't believe existed before Microsoft. And, you know, Amazon, Google, um, as much as we all try Netflix,

Matt as much as we all tried in the early days to not be evil like Microsoft, we ended up taking a lot of their that was Google's motto by the way, don't be evil because Microsoft was considered the evil empire, the dark side, you know, whatever. Um But we all took they actually were the ones that kind of s established some of the early

like model for in modern engineering. You know, Microsoft brought us some of these engineering. Amazon brought us the concept of, you know, rather than having very expensive, highly reliable hardware, let's have really cheap.

hardware and design around failures, you know, and stuff. These things we all kind and Google brought we all picked that up and it all kind of worked together. But I feel like Microsoft was the first one. And that book I read is just just stuck with me all this time. Even when I see Like before twenty twenty two and the big crash, I was just looking, I was like We can't keep hiring people at this rate. It doesn't the math doesn't work, right? It wasn't just us, it was everybody.

'Cause during COVID we were all like, you know, we we're growing higher, higher, higher. And everybody accelerated their hiring, but it's like nobody decelerated. And and it's like Boom, right? All of a sudden we had that contraction and boom. So everybody had to reset. So I think that had all the FANG leaders. Read the 12 secrets to Microsoft Success, they would have recognized in like late 21 that the hiring was out of control and maybe we need to slow it down.

When you look back on your career, is there anything you regret that maybe other people could learn from? Um A few regrets. My early years, I think my first six years out of school, which is actually a long time, was wasted at very large failing companies.

The even if the co like General Motors spun off Hughes, but Hughes failed. IBM s sold off the division I was in to Siemens, but that division failed. I mean I think that the that The the only regret I think would be like, you know, making I was making a good salary, I got an easy job, whatever, not really thinking about like I was only thinking in the moment. And I I really feel like I kind of wasted that time. I wasn't really thinking about growth. And I do think we need to think about

growth. We don't need to stress about it. We don't need to be like ambitious, like I'm gonna be a vice president in like ten years or whatever. But if we as software engineers especially, I'm only talking about software engineering now, not leadership. Everything we do is going to be obsolete five years from now.

Right. When I joined Meta the boot camp, the whole the the whole system for the the dev environment, everything is completely repla replaced. I went through boot camp as a director, it was pretty proficient. And when I go to IC it's like, Oh, what is this? Everything's changed, you know. So Everything's going to be obsolete. They're going to new technologies. And the only way, and this is what I believe I have been successful at, you know, is Un always pushing forward and trying to stay

To the edge and always learning more, learning new things, new engineering skills. And the last thing I want to ask is if you could give yourself advice at the beginning of your career, knowing what you know now, what would you say? Try to work on hard problems.

Right. If you're work if your job is as an engineer, if your job is not difficult, you're not growing. So You know, it maybe if you've been working on something and it was really hard now it's kind of flatlined. Enjoy a little bit of rest, think about it and then you know and I'll be Speaking like if you're a meta, for example, where it's very easy to move. If you've gotten to where you're feeling your current role is not very challenging.

There's so much going on at the company. Go find something else. Get back into a hard problem, right? And and and push yourself forward. Cause it's the hard work, the hard problems that move us forward, right? And and help us grow. Um and then I think you know To a young engineer joining companies.

The size of the company is irrelevant. Sometimes everybody should work for a small company at some point in their life, I believe. Um startups. Everybody should try a startup, right? Especially it's easier when you're younger than when you're when you're older. But Be careful not to get too enamored by the technology. If you join a small company, a startup, or even a big company like like, you know, meta, I mean Mark is an incredibly visionary leader.

Right. And, you know, he's navigating this world and and trying to make decisions and keep the company focused. Right. So and Reed Hastings was an incredibly visionary leader. Right. But Reed Hastings was a visionary leader in nineteen ninety nine when Netflix had four people.

So really what you want to do is make sure you're working for visionary leaders and not just visionary. They need to be able to execute as well. So vision is good, but if you can't execute against that vision, you go nowhere. So Um, any company you're working at, make sure your leadership is really looking forward, thinking forward. And again, to Reed Hastings' point, you know, making you dream of of sailing the seas and not just, you know, cutting lumber for a ship. Um again, work life balance.

You're out of school, you just are your new job. You need to plan, be intentional about not working, about taking time off, about making sure you're you're you have a life, work life balance, right? It's work. It's life. Their intention. We have to work to have a life, but we have to live in order to work. And so you want to try to keep the the balance is trying to keep those two where one doesn't dominate the other.

And and and actually you find as an engineer, because we love working on problems, when you get to that place, you're actually doing really good work. You love what you're doing, but you're also enjoying time off. You know, you're enjoying your family or whatever it is you like to do in your time off. And the last thing I will say, which is complete, this is for anybody.

When you get out of college, when you're early in your career, this is the last thing I would have talked to myself about, is your financial planning should start on day one because what's going to happen, not just an engineer, but anybody who's successful as a as a you know as a

Technical leader, a contributor, a leader is over time you're going to make more money. And if you don't have a thoughtful plan about about how you're gonna allocate your spending, living expenses, car, recreation, short term savings, long term savings, then As you make more money, it's just you're not going to know where it's going and you're going to miss the biggest opportunity you have. And that's that to bake into your DNA.

this whole model of spending, saving spending, and thoughtful financial management. And If you're thoughtful in your twenties with just small regular contributions to long-term savings and managing your budget and not getting over your skis in terms of of extended credit or debt. By the time you're in your early forties, you won't necessarily be able to retire unless you got lucky, like joined a Facebook or Netflix early on.

But you'll be financially independent to the point where You don't money's not an issue anymore. And you could take a lesser paying job. You wouldn't have to worry about what about the mortgage, what about the college, or what about this or that. But it all starts. From your first day on the job. So the last thing I will say is is is be really, really smart and thoughtful about your finances from day one.

And make sure you're ready, like when you're getting into your late 40s and early 50s, that you're actually feeling pretty good about your financial future, like, hey, I could retire or if I lost my job. We'd be okay, right? I could go do something else at half my salary and we'd be okay because we've we've set ourselves up for that. But if you get into your fifties and you haven't planned,

It's not your four one K alone is not gonna do it. Right. If you ha and social security is certainly not gonna do it. If you haven't planned, then you get in this situation. It's an unfortunate situation. where a lot of people I know have found themselves where you you're kind of stuck and you're having trouble getting new jobs. You can't work at the with the energy level you used to have and and you're not sure, you know.

You know, my joke was always that if I didn't get retirement right, I'd be a greeter at Walmart, you know, but it's not really a joke, right? But but You know, you'd be surprised how many engineers have been working and making a good living. You know, and they're now in their fifties and they have not had any rational plan for

retirement and they're in no position to retire. And there's really as an engineer, there's no reason for that. If you if you're a good engineer and you're gainfully employed for thirty, thirty five years, there's no reason why you should not retire very comfortably. All right. Well, thank you so much for your time today, David. I really appreciate you sharing your career story.

Uh it's been a great conversation, Ryan. Thanks for having interest and feeling like I have something valuable to share. So um Thanks a lot. Absolutely. And is there anything you wanna direct people's attention to uh at that now at the end of the conversation? You can find me on LinkedIn. And I'm happy to have a especially for for younger people. I'm not a financial planner and I'm not gonna plan your finances, but I have about ten slides I put together to give you a starter.

And if somebody wanted to talk about finances, I would give them a few my thoughts on how you could start making smart financial decisions. As a as a new graduate, you know, young. And even if you're in your 40s and start and f early 50s and starting to stress out. about your prospects for retirement. I could talk to you about that. If you're working, you know, if you're a people leader and you want to talk about um performance, planning, reviews, hiring, firing.

Happy to have those conversations. If you're an engineer, happy to have those conversations with you talking about your career growth. Awesome. Okay. Well, I will put your LinkedIn in the show notes so people have that. So again, thank you for your time, David.

Thanks for listening to the podcast. I don't sell anything or do sponsorships, but if you want to help out with the podcast, you can support by engaging with the content on YouTube. or on Spotify if you want to drop a review, that'll be super helpful. And if there's any guests that you want to bring on to, please let me know. I feel like sourcing very senior ICs. There's no

Well-studied list out there on Google that I can just search this up. So if there's someone in your org or at your company who you really look up to and you want to hear their career story, let me know and I'll reach out to them.