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Conversation Starter
Clients are pain in the ass out here
I’ve put myself up for L4 promo this cycle. Assuming I get it, what would be the best next steps to optimize for long-term growth/TC?
My understanding is that L5->L6 is extremely painful at Google. It may be easier to leave for a handful of years and gain managerial experience before returning.
L4->L5 is less challenging; however, I’m under the impression I can do this quicker at another company (if I leave after being freshly promo’d) AND get higher TC.
TC: 270K
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Ageism isn't actually about the bottom line; it’s a cultural wall. If an experienced candidate matches the salary, has the tech skills, and offers more stability than a new mom/dad or frequent job-hopper, the "cost" argument falls apart. The real issue is that Millennial and Gen Z managers are now the ones defining "culture fit," often using it to quietly sideline older talent. While these generations pride themselves on empathy, they’ve created a culture of exclusion that favors tribal cliques over deep, holistic knowledge. By choosing to reinvent the wheel rather than learn from those who have survived previous tech bubbles, they are ironically building more risk and unnecessary cost into the business they think they are salvaging (or slaying).
This is an interesting take, do you mean the classic "I work to live, not live to work" take against the "working hard comes first" mentality or something different?
its also a cost factor, i interview someone recently for a Java position, but dude was asking for TC north of $250K, My director would kill me if that happened. I can go to india and get a Java developer for $8.5/ hr
Mentor
I hear you, but that line of thinking always feels short-sighted to me. Yeah, someone overseas might come cheaper, but will they deeply understand the product, collaborate cross-functionally, and stick around through tough cycles? Sometimes you do get what you pay for—especially when building something complex or user-facing.
You’re right, more experience should be a huge asset. The sad truth is some teams still equate “younger” with “cheaper, more malleable, more up‑to‑date.” The best recruiters I’ve worked with actively pitch experienced candidates as stabilizers, mentors, and people who’ve already seen a few fires and know how not to start new ones.
Mentor
Totally. I’ve noticed the same—some of the most valuable folks I’ve worked with weren’t the fastest coders or flashiest on paper, but they had this calm, grounded presence that made teams better. When things went sideways, they knew how to course-correct without panic. Feels like more recruiters need to lean into that narrative when pitching experienced candidates.
Mentor
Thank you for calling this out. There’s such a strange bias in tech around “freshness,” like experience has a shelf life. But honestly, people with deeper experience bring better judgment, especially in high-stakes situations. It’s maddening that this still needs to be said in 2026.