hiring for strategy roles across levels at a boutique web3 agency / consultancy. Inbox open if you’re a degen
I have worked in municipal government for almost 17 years. I love what I do as an Inspector, but the environment is toxic, and administration horrible. I have an opportunity to go into the private sector side, as well a second interview for another municipality doing same job. Private sector job will pay 35,000 more but will be 3 hrs away my husband is in law enforcement and can’t leave due to his position. Concerns are: private sector and when recession hits, it’s construction, away from hubby
I am planning to apply for data enginner role in Shell. I have a 7 year of experience in working as analyst and had work in Adf , synapse .
I would like to know how many rounds of inteview will be for data enginner post.
Is there any DSA or programming round
What are the important azure topics they ask in
Interview , i don't have in dept knowledge so planning to prepare well those topics before interview
Thanks in advance .
FAANG salaries appear quite low in the UK for business roles. Has anybody been able to exit to tech and can you provide any insights?
I started working for a new law firm, much larger than the firm I was working for previously. The main attorney that I work under had noticed some mistakes I was making (I am a NY paralegal who took this position with the understanding that they’d be teaching me NJ and NYC real estate). Anyways, the attorney decided to tell the HR manager about the mistakes I had been making. Rather than HR discussing with me, the manager told my dramatic coworker to tell me..how should I handle this? Very hurt!
We hiring that girl from a law firm as a Manager in forensic with no experience (and no CPA or CFE). How do you think I should react? I am 2Y SC on my way to Manager this year
Moving into a Sales Engineering role and extremely excited. Any pointers or advice as I move into this role?
I’ve been in the industry for 23+ years, 16+ of those spent as a Producing Branch Manager. I hold S7, S63, S66, S24 and I’ve completed the education for the CFP (need to pass the exam). I excel in relationship building and providing exceptional service. I’ve only been on the full-service side for the past 2 years and my book of managed money is about $10M, with another $10M+ being self-directed by clients. I’d love to find an RIA job, what type of role would be suggested?
Case studies / presentations have become a norm as part of the hiring process for a product marketing role.
- Recruiter- How often do candidates pass on a role because they needed to do a presentation?
- Job seekers- How likely are you to pass on a job because presentation is part of the process?
Please reference the attached picture for back story info to my question. I’d greatly appreciate everyone’s help & advice!
I’m now awaiting next steps in the process and I want to ensure I have my best foot forward as this is a job that I REALLY want. I’ll be officially moving to DC next week. Should I email the hiring mgrs as an update/courtesy and reinforcement of my interests letting them know that I will be in the city officially next week? Or is this too forward/unnecessary?
Considering a move from Delivery side of consulting to the Sales side (i.e. selling work, RFPs, opportunity/deal conversion). Been in delivery for over 20 years and feel I need a change. I get to "test drive" the role and do it for a year. Any one been on the Sales side and Delivery side for a time and have an opinion and why they like one over the other? Thanks!
Please send your experience and required position at email@example.com. I'll send you the referral link. DM for any additional details required.
Folks if ur looking for referral in EY across the globe then DM me with requisition job ID.
Must not applied or attended interview in past at EY
Only above fullfilling folks DM me
Hi friends! I’m looking for resources to help me be successful in a “Functional Lead” role.
The role is in FinTech
I’m responsible for strategy, comms and key partnerships for a bank product. It reports through Customer Experience but touches product, Ops. marketing. It’s basically a Project Manager role but more nuanced.
Anyone out there in a role like this? Any books. videos or even best practices to share?
I have often wondered if being honest when I fill out EEOC / diversity forms if that limits me from new work / promotions. I used to be able to hide my disability, but it is progressive so now it's not as easy to hide. Thoughts?
Let me know any openings for AWS DevOps. 4+YOE, 60 Days Notice Period, Skills: AWS (SAA Certified), Ansible, Linux, Docker, Python, Terraform, CloudFormation, CI/CD, Git. CCTC: 12LPA, ECTC: 22LPA
Can anyone share any insight on interviewing with JPMorgan Chase. I have a panel interview coming up for an HR Position.
Kindly let me know the salary range of Lead Engineer in Furlenco ? I need to have a salary discussion with them.
Profile : Backend Developer for Lead Engineer role
YOE : 8 years
Current CTC : 25 LPA CTC
Offer in hand : 45CTC
Thanks in advance.
I work at Big4 TAS Germany,with a great team and a nice role that I enjoy. Nevertheless, I very often feel underpaid and at the moment the market seems quite hot and it would be possible to change to IB. Anyone has views on Big4 TAS vs Small local IB Boutiques (IEG, Case, Contor). Money is definitely better but I am afraid that the lack of name recognition may hinder my exit opps long term.
For the males: how do you accept the fact that you spend more on your girl than she does on you? (Mainly money but also energy and time) - answer only if you can relate
ISBC and Citizens merged... If I buy ISBC today (7/29) does that help me for the merger or is there a hard date where buying a stock doesn't get me more of Citizens Bank stock and the $1.46 cash per share.
Has anyone shadowed virtually? (For FDD) What was your experience like / what can I expect my day to day to look like?
Any ex Deloitte fishes here? What is the process to initiate resignation? I know there is a system, but is it ideal to submit resignation in the system and then inform TBA, Coach, project leadership, talent lead or the other way round? In terms of informing people, any recommendations on the order?
Everyone e-filing on the day of the deadline
Recently cleared PI for JG6, what will be salary Fixed, CTC and Joining bonus for Shell? Tech stack: power bi,sql,powershell script? Total YoE :5 Relevant experience : 3 yrs Shell Tata Consultancy Deloitte Accenture CGI Infosys
I’ve been tasked with vetting American Sign Language Interpretation Services for ‘in-person’ visits for my company. We have a service that meets our virtual appt needs, but not in-person.
Since state laws regarding in-person ASL interpretation vary from state to state, please share your state if you have a recommendation. I am in Pennsylvania.
Hey! How much do y’all in equity research get paid? I’m talking associates with maybe 1-2 years of experience. General location would also be helpful.
is harman connected service is calling back employees please let me know if any communication has came?
I have 2 years of experience as an Oracle Cloud Financial Consultant at a small/medium firm. I'm looking to move out of implementation consulting, or maybe move into a different side of implementation consulting. I'm interested in Product Management but not sure if that is likely. I also have Big 4 recruiters reaching out about implementation consulting there - don't really want to continue doing it but might have to in order to get in somewhere else.
Hi Fishes...please let me know how many days it will take to complete the background verification in hitachi energy...
How do I get started in Data Science, AI & ML? I’m an established Product Manager looking to get further into the Data Science and AI side of work. My background is in Tech Strategy, SQL, relational DB, data integration, but currently a growth PM focused on personalization. Bach in Comp Sci.
Masters? Courses? Books?
Effort, cost , and time are okay. Just want to ensure the ROI is there long term.
Difference between BAs and Consultants?
From what I've gathered, it's technical vs financial influence, but generally the same and often times a company only has either to do it all in order to save cost. Thoughts?
At the risk of being cancelled...i dont disagree that sexism impacts women everyday in tech, and in life. But my (considerable) experience (in tech) tells me that we are in a hyper-sensitive environment right now for women and 'under represented' persons. Generically speaking, companies are tripping over themselves to demonstrate their sensitivity and diversity. So the deck is severely tilted in your favor TODAY...generally...YMMV.
On a personal note, I'll say that while tech has been male dominated throughtout my life, ive seen strong tech woman do well. So ive havent seen blatent sexism....but dont deny it exists.
As for myself and managers ive seen, we/they want to promote the best people. But many have no understanding of leadership and dont know how to give critism withou losing you as a productive employee. Other just dont see it as their job to coach and mentor you. You need to have the conversation on your strengths and weeknesses. How can you do better, demonstrate the behaviors they value. You need to demand this unapologetically. That doesnt mean youll like the answers, but then you know its time to move on
At the end of the day, nobody should be surprised when their fired or promoted....if their manager is doing his/her job
My manager, Director and VP are all women and 4 of 6 in my team are women and at the end of the day they are all very very different. Not all male managers are good and so naturally not all female managers are good but at the end of the day, it is what it is.
I agree with this. Joining the current company I work for after UC Berkeley grad school in CS, you should’ve seen the faces of the males on my team whenever they double asked me if I really finished such a prestigious school with such a high degree. Meanwhile, none of that “what really?” existed towards the male counterparts on my team when they would speak of their equally “wow” background. Moreover, many of the projects I was the main contributor of would get named after my male teammates who did only 10% of the code and documentation. And it annoyed me, and really hurt my feelings deep down every single time their name was called out in the meeting to speak of project progression, and not mine. Every time the service I created was called “theirs” just because they were more senior than me. It hurt my feelings I’m not going to lie. But hey, I am so super grateful for that. Why? Because:
1. It hardened me. I became much more tough, and less sensitive on these issues because to me, how I do my work is more important than the praise I get for it. After a while, the team started calling referring to me as the owner of my many services and not someone else. Because my effort did not decrease by their lack of appreciation. Actually, the opposite.
2. I started speaking up more, giving back as much of my opinion as I have during all different types of discussions. And when progress on the project I’m involved in is asked, I step in first and communicate clearly and strongly. And I noticed the shift that happened: my name is called out every time now when asked about the progress.
Conclusion? Sexism in tech is real. You will get put down because of your gender. But that’s all at first. If you put in enough effort and as much of you on the table as you possibly can, you will earn the respect you deserve. But most importantly, you will grow into an even stronger engineer and woman. And that’s to be applauded.
I love this so much! I encounter this sexism more frequently than I'd like too. This is very encouraging and I hope to continue to be an evangelist of equity and diversity in data!
I second the OP as another woman in tech. We're often push aside or ignored or minimized. I'm a delivery engineer and I've gotten over 2 million in sales funneled into the AMs pipeline for my customer in the past 2 years and all I've gotten is a thanks, good job, and a couple of lunches. It took my director 4 years to realize I didn't have "the standard performance bonus plan" implemented, and I haven't had a performance review, pay raise, or IDP since I started almost 10 years ago.
Am I happy with that? No. Why do I stay there? I have kids in school and I'm the primary household income for a family of 5. Would I like to have a different situation? Yes. However I'm trapped until my youngest goes to college and I don't have to pay child support anymore. Do I want a career change, yes. I want to pivot my 25 years of telecomm, voice, and video with a masters in network architecture into devops and automation. Have I asked for the chance? Yes. Then I get told my skills aren't on par... I run a system supporting 150K users with 99.999 percent uptime BY MYSELF plus doing the role of trusted advisor, pre-sales, post sales implementation and support.
All this for a measly $115k a year in the DC area which is barely paying for my bills.
Same, did design work which garnered 85 million in funding (you read that correctly 85M) but was included in a large company layoff leaving them with zero designers. Then a 52M deal based on my prototype, company cancelled the project and laid the team off (we could have been transferred to other projects)
Every manager should be *excited* to get their reports promoted. It should be a part of every 1:1 discussion: “Where are you in your career progression and what can I help you with?” Having more senior reports, and having a track record of growing reports in their careers, reflect well on the manager and should be rewarded by the company.
Your manager should be advocating for you up the chain and across the company. They should be using their knowledge and clout and connections to find opportunities for you to grow, improve your skills, and stand out. They should be working with you to find specific, actionable deltas between where you are and where you need to be to progress, and helping you achieve them. Once you *do* achieve them, the company should be quick to promote you - or expect to lose you!
If the above doesn’t match your experience, then you have a bad manager or a bad company, or both. It’s worth trying to work out which it is, because many good companies have dud managers, so don’t be *too* hasty to jump ship.
If your manager is failing at the above, but are well-intentioned and you have a good relationship, it might be possible to help them improve. Try bringing up what you’d like to see from them in your next 1:1, and gauge the response. But even then, it’s not a great situation because you have to wait for your manager to get their shit together before you can even *start* working on your shit. :)
FWIW I’ve been doing this a long time, and it took me a long time (and a lot of managers) to realize the above, so don’t feel bad if you hadn’t. Basically, I’ve been around the block, and I know what good and bad managers look like - the good ones really do exist, and everyone deserves a food manager. :)
So when everyone is the CEO what happens then ?
I think I have someone for you that would be really good to give you some insight. He runs an engineering team at Square and is constantly advocating for women...
I’ve worked with him for probably about 6 years before Square at a startup that I co-founded and I really think he might be able to give you some valuable insight.
Standby 🤞(he’s currently in a meeting at the moment..)
I’ve got things I need to improve, but then, comes performance review time, I got evaluated on different criteria altogether. I think my boss likes my team mate (a man) more than me, and he got offered ownership of the things I worked on without me being considered at all, because of “leadership”.
On thé 1:1, it’s all cheery and sunny, until performance review time, that is
Unfortunately that "all sunny until performance review time" happens more often than it should. As a male manager who at times has been "coached" by HR because I was overly blunt, direct, "harsh" in my coaching style, that wasn't generally an issue between myself and my direct reports. That said I did have some managers who typically avoided the "hard conversations" until performance review time. Their reasons ranged from trying to always foster a positive and supportive developmental environment to being cowards. No one likes having unpleasant conversations, I get that. I also get that in today's work environment, its harder than ever to get the balance right, heaven knows, at least two HR VPs would say, I rarely did. For my part, at this point in my career, I fully accept that I am far better interacting with demanding and difficult customers than difficult employees and thankfully, that's where I am able to direct the majority of my efforts. I only really have two things to add that may be of use on this topic. First, when you get those unpleasant surprises, inconsistent feedback during performance reviews how do you respond/challenge your manager? I know this can and often is an unpleasant, scary thing for an employee to do, but over the course of the prior review period what feedback were you expected to notice and understand to make corrections and adjustments that you did not? Do you ask the manager that directly? You can't fix/change what you don't know you are doing less than excellently if you don't know what it is; and if clairvoyance is an undocumented requirement of your position at this company, I recommend you leave both, especially in this era of historically low unemployment and high demand for skilled technical professionals. Second, if/when you feel you are getting cheered on, and "rah, rah'ed" challenge that as well and push your manager to provide more substantive feeedback at that time. If you're not getting some feedback on a more regular basis (monthly or at least quarterly) feedback from your manager on your projects and taskings, then proactively seek it out. In give your manager a more frequent chance to give you feedback, if he/she is a good manger they'll appreciate that; if they are a coward it will force their hand.
My managers have worked with me to clarify what the evaluation criteria are for the next level and I make sure to position some ways I can achieve those criteria and get agreement from my manager. If there are areas of improvement I listen and work on them, if there is praise I keep doing what led to that praise.
As a manager myself the approach I have taken is quite similar. I am known for being blunt to a fault. I will highlight what is great and what needs work.
Also it is in my best interest to have all of my subordinates and peers and leaders to be performing optimally and succeeding in their careers. Their race, gender,political affiliation, insert other characteristic here, are irrelevant. It's not my money So I will do what I can to promote and build competence
I am 100% sure that there are people with bias who will hold back others based on any number of characteristics, not just your gender. The number of those people are not substantial. The number of people who fail to negotiate effectively or fail to even take a shot because of anxiety around failing to get what they want IS statistically significant.
I should also add the number of just shitty managers is also statistically significant meaning they are doing a bad job of promoting all of their subordinates, again regardless of their background, gender etc.
The people who get over the shitty managers are the ones who know how to play the game and either find the right people to help push their case for a promotion, lay out the case for the manager so clearly they don't have to think or strong arm them into acting.
I am a woman in IT, management role. I can share with you what my experience was. I had to spell it out for my manager years ago that I want to move into next level, and ask him what it will take for me to get there. He was surprised and said he did not realize I was interested in advancement. I was taken aback by why he would think that....
What I learned from it: you need to be very specific and clear about what your goal is, and seek feedback on what you need to work on or what skills to develop to get there, then seek opportunities that will allow you to develop those skills. Yes, you need to be your own advocate and speak up for yourself, and sometimes stand up for yourself, sounds like you got that part right. Bottom line is, nobody is a mind reader so tell what you want/where you want to get, and work on the plan on HOW to get there. Best of luck!
Part of it is that many people in technical roles like their technical role and don’t want to move up into management roles. That’s maybe why they don’t make the assumption that anyone does want it.
In life in general, you can’t expect others to know what you want without you explicitly telling them.
Aging but unfortunately still applies today, When working for Hughes Aircraft Company, after completing my Master's program on a Full Study Fellowship from Hughes Aircraft and returning to work, 1) did not receive a promotion like my male counterparts, 2) for almost a year, I completed projects and presented plans to my Section head for a path to promotion to which he finally admitted, "I'm never going to promote you"! If I knew what I know now I would've marched right down to HR to file a grievance, instead I have my 2 weeks notice and never looked back. I've experienced similar encounters with the men I've worked with or sought lateral or promotional opportunities with ever since. Speak up for yourself but also be familiar with are grounds for discrimination grievances and never shy away from a battle that could help you or the women behind you.
Every manager should be happy.Great
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My last manager wasn’t receptive and more or less dismissed it. I took that opportunity to learn how she views me, build my network, and am waiting on an offer for role a level higher than my current one on a team that is more directly in line with our core business.
FWIW I’m a white male.
I needed this great example, thank you for sharing.
I think my manager is very supportive of my growth & development, and he doesn’t treat me differently in 1:1s or performance reviews (I think, don’t have much rapport w the guys to ask). However, he doesn’t actively seek to recruit more women even though I’m the only one in my area. So while he’s not like a diversity champion, he’s truly treating me as equal and I think that’s ok for me bc to be fair I don’t really bring it up even though it’s in the back of my mind (and I don’t expect him to be a mind reader)
In my experience, most managers/organizations don't want you to advance. If they like the work you're doing, what's in it for them to lose a valuable member of the team. They just have to go through the trouble of hiring a new employee, onboarding them, and training them to do the work you're already doing. Its a very limited perspective of what you might be able to do at the company. I moved into sales, decided it wasn't for me, and unless I was a top salesperson (I wasn't), they blocked my ability to leave. My choice was to either become a top-5 salesperson or quit the company.
At my current company, there's an active push to move you along towards your next role, so if you desire to move, there are places to go.
This doesn't address sexism though, just stating that what you might be seeing as sexism may just be overall reluctance to move anyone.
They’ve moved several males into various departments when there was interest of exploring other career paths. Absolutely no females have had this opportunity.
I hear you. I work in tech but my job is not technical. I am the only female on my manager's team. I have no growth opportunities in my current position. I shared honestly this frustration with my manager as I was told by him he is known for promotion internally (within his team). I also shared with him about how I have been treated unfairly and was passed over for promotions multiple times as one in the AAPI community. Sadly this information was used against me in my review. He wrote "She is not happy in her current role and is looking for bigger opportunities. She has gone through multiple transitions and is not happy. It comes across as her focus is on finding her next role vs the current role." This is not true. And not one of the many projects (with great results) I had done for him was mentioned. In the meantime, he wrote this for another who joined his team at the same time as me - "He is still new to the role. If there's an opportunity for a larger impact, he would be open to it." Similar situation - completely assessment for a male vs female direct report.
It's impressive how girls thumble into problems and immediately assume it's because of their gender. You girls live life on easy mode, the first wall you need to actually climb you go to linkedin, twitter and instagram scream for equality. And just in case you ask why you live on easy mode, I bet $1000 you got your place over 50 better qualified men because of diversity and #womenintech, I've lost count of how many co-workers asked to hire girls instead of guys, doesn't matter that she might not be the better candidate, we want diversity. Just to be clear I'm not saying girls can't code, but you people sure do like complaining about how hard it is to be a woman, you wouldn't last a day as a man, if we want something we take it or shut up, that's what you should be doing.
My team is mine to manage. I keep meticulous performance deltas so I can back up and justify any decisions I make. Tje respond sees I get are almost always favorable
Then you are working to be a good manager. Keep doing it and keep making sure you communicate clearly with your reporting people about it. If you decide to mentor someone, teach them the same. But also make sure you educate yourself on the mental differences between men and women too if you haven't done it already. Women are much more like to work collaboratively and not push how much they contribute to an overall task. So you have to really watch and make sure you are looking at the subtle things too. Keep it up. I wish I had someone like that when I was younger. Now would be nice too but I'm cynical now.
My first company out of college was awful about this. Aside from feeling out of place for gender I don't have a traditional background and did not understand how advocating for your own career progression etc was supposed to work at all. My manager was well intentioned but a brand new manager and got no training and didn't get what he was doing at all. The entire team suffered, but the people who were most like him he had an easier time talking to and inherently trusted more and they did better. I think in many tech companies this is what leads to women and other underrepresented groups having worse experiences, not malice as some people are suggesting.
Asana has been absolutely amazing in comparison. I find that what works best is being very direct with my manager and asking for input. "here is where I would like to be, what do you think I need to do to get there?" Then we make an action plan that basically is he says " okay here are the requirements of that role, here's what you're already amazing at, here's what you are competent at but could stand to practice, and here's where you need to grow. I think that is you seek out x and y opportunities and focus on z project, I'll have the evidence I need that you've grown in those ways@
My experience may not be typical but that's because my manager formerly worked in my capacity... when I asked what it would take to move up to Sr.CE , he was earnest; "Budget+Opportunity+Timing" was the abstract he gave me, and then provided some targeted guidance on being intentional in all actions aligned with Company strategy, e.g. driving Azure consumption, Subscription elevation, et. al. Even with that, there needed to be an alignment of conditions tying back to "Budget+Opportunity+Timing" for it to happen within my current domain. So he respects me with honesty in saying that even with making all the right moves, there are no cause/effect guarantees.
Again, I may just be blessed with a conscientious servant leader for a manager, relative to others...
Once you open the conversation, there's no standard. Like there are good and bad managers, at a finer granularity and with more variability there are different interactions. Idk where specifically gender ranks in all this, but there are enough hidden factors in play that you won't be able to predict your experience or attribute the outcome to any particular personal attribute that isn't explicitly pointed to. Best you can do is take the feedback you've been getting and make the most of it for crafting your pitch and responses.
Some managers will take you through the process and might even ask you to fill the HR justification forms out yourself. Some will outright lie to you about putting things in or about how the politics or budget stand. Some will be honest and explain why not. Some will say they were gonna do it anyway and give it to you. Some will brush your request off. Some will deflect and talk about performance. Some will prioritize your underperforming colleagues so it's easier to retain them, and of course not tell you. Point is, there are a lot of options...
As a woman in tech I think it’s dangerous to assume that you aren’t getting career coaching because you’re a woman. There are so many other possibiiites and you are less likely to be discriminated against now more than ever. Most companies will fire a white guy /throw him under a bus in order to hire a woman to take his place. If you want to move up, go get it.
Maybe your manager just sucks at his job? (I think most managers really suck at career growth discussions) Maybe you’re not doing a good job w self promotion and not making it clear what you want to do?
Long story short: Be direct with you manager and show him your chops. ;)
To some extent, there are issues and inequities out there, but this is true of almost every industry. If you look deep enough, if you do some research, you'll find that every industry has its share of issues.
Advise to OP and anyone else interested regardless of who you are: I belong to a minority group in tech, and I've gotten to my position not by waiting on the sidelines for opportunities to contribute, but rather by being extremely hard working and open to learning both at work and on my own, being specific with my goals when talking to my manager(s), and making my contributions known. Anyone can be a super hard worker, but if you don't somehow let others see/know what you've done, you're likely not going to get promoted and/or earn the respect of others. You can do this by presenting your work, if your company doesn't have a venue to do that, then create one (i.e. weekly/bi-weekly engineering/product demos, whatever), you can also teach/mentor your team others, blog about what you do, share it with your manager, collect metrics about the impact of your work, and more.
At the end of the day, YOU are the *primary* barrier to your own success, *not* other people. Everyone's situation is different and everyone is affected by different things, but that shouldn't stop you from being resilient, working harder than the average person, and being a better version of yourself every day.