Ashby
Senior Software Engineer - Product Engineering, Berlin (m/f/d)
Ashby, New York, New York, us, 10261
Full-Stack Engineer Opportunity
Hi I'm Abhik, Ashby's Co-Founder and VP of Engineering. We're looking for an ambitious full-stack engineer who is laser-focused on solving customer problems and making the right long-term investments to solve them not only today but in our future features and products. Our engineering culture strives to recreate the environments where we did our best work as ICs where we had the ownership and agency to impact our users with creative and innovative software. At Ashby, we're building an environment that is optimistic about what engineers can own and achieve. An environment that embraces innovative engineers, and, frankly, often stays out of their way. As a Product Engineer, you'll take ownership over a large portion of one of our products and own projects end-to-end (wearing hats traditionally worn by product and design). You'll research competitors, write product specs, make wireframes, and more. As engineers, we are used to tooling that makes us better at what we do. When we started Ashby, we saw the opposite with Talent Acquisition software. Recruiting teams were leveling up how they did their work, but instead of software meeting this new standard, it held them back. Software engineers come in many flavors, not all of which fit our model. Here are some things to help you decide if this fits you and what you're looking for: You're not afraid to tackle any part of a technology stack. You do what's necessary to successfully deliver a feature, whether writing frontend or choosing new infrastructure. We'll provide a supportive environment to do it successfully (e.g., design system, SRE team). You've tackled projects with a lot of product and technical ambiguity, and you thrive at the intersection of the two. We're not building a simple CRUD app, and many of the challenges we tackle require you to use your knowledge of our customers to build powerful abstractions and flexibility in the system to solve a class of problems. You know how to strike the right balance between speed and quality. Ashby wasn't built quickly. We took four years to launch publicly because convincing customers to switch required a high-quality product. However, time isn't infinite, especially for a startup, so we still move with urgencywe've built the equivalent of three or more VC-backed startups with a very small team. You are ambitious and always looking to improve your skills. For most engineers, this role will give you more freedom and responsibilities than you've experienced in the past. To thrive (and level up), you'll need to be open to feedback (and we give lots of it). You're an excellent collaborator and communicator. Ownership and freedom don't mean you work in a vacuum. You'll need to vet your decisions with the appropriate stakeholders, keep them up to date when necessary, and work with other engineers to get your projects across the finish line. Clear and concise communication helps a lot here! You seek to create leverage in your work. The nature of software is that you can often automate or abstract what would be tedious, time-consuming work. Your impatience usually leads to new abstractions, tools to allow Support to debug before Engineering, new lint rules to prevent common bugs, etc. Put another way, you shouldn't apply if: You need company-driven process and structure to get your projects across the finish line. Sprint planning and well-defined project management processes are things you need or look to others to lead. You'd rather focus on the technical details and challenges. You only want to do exciting work. We're building a team of kind, collaborative folks. Customer issues and investigations are distributed across the team, including our high-level ICs. You can get lost in the details. Once you start implementation, it can be hard to take a step back and think about the project as a whole. You like everything to be planned upfront. You haven't led or taken ownership of projects before. You're used to working with tech leads and taking on tasks distributed by them. You want to mentor earlier-career engineers. We rely on engineers owning their projects, so we need engineers with that experience. This requires the team to be reasonably tenured. More than 90% of the team would be considered Senior or above in the industry today, so mentorship opportunities are very limited. To you, a tech lead, staff, or principal engineer is someone who spends most of their time project managing or doing architecture reviews. Our most tenured engineers spend most of their time building, and we often trust them with our most challenging problems. While they lead product and technical areas and help other engineers plan their most challenging work, it's not a requirement, nor do engineers need their sign-off. Our engineering culture is motivated by Benji's and my belief that a small, talented team, given the right environment, can build high-quality software fast (and work regular hours!). We do it through: Minimal process with ownership over decisions normally made by product and design Natural collaboration and deliberate communication Investing in tools and abstractions that give us leverage Putting effort into building a diverse team The best engineers we've worked with delivered reliably magical outcomes. They took customer problems and relentlessly drove them to solutions that were not only successful but often brilliant and creative. While they did this with minimal oversight, stakeholders were never in the dark as to what was going on, and no setback was a surprise. Traditional product-development processes aren't meant for the best engineers. Their purpose is to create consistent outcomes regardless of the engineer's skill. But, consistency comes at the expense of an engineer's time and freedomboth ingredients necessary to generate those magical outcomes. As a result, process stifles the best engineers and doesn't give others the opportunity to practice the behaviors that made the best engineers the "best." At Ashby, we want to build an environment that encourages every engineer to be their best. So, at Ashby, every Engineer runs their project. Product Managers (and Designers) build strategy, do customer research, and hand off problem briefs to Engineers. Engineers take on the rest: they research the problem, write product specs, build wireframes, and implement their solution end-to-end. We rely on engineers, not process, to push information outward to the relevant folks (e.g., Product Managers) and pull folks in to help (e.g., Designers, Infra). It's a new level of ownership for many engineers, but we'd rather an engineer fail a bit and coach up their skills than use process as a crutch. Not everyone succeeds in our culture, but those who do thrive. Our engineering team consists of lifelong learners who are talented but also humble and kind. These attributes create an environment where collaboration happens naturally. We combine this with research, prototyping, and written proposals to see around corners and get feedback from the team across time zones. Focus time is something that we hold sacred, and, with thoughtful and deliberate communication, engineers are in
We built Ashby with the quality, breadth, and depth that many customers would expect from much larger teams over larger time scales. We've done this through investment in: Great developer tooling. Our CI/CD takes ~10m, and we deploy at least 15x a day. A debugger that works out of the box. Everyone on the team has contributed to our developer experience. Building blocks to create powerful and customizable products fast. At the core of Ashby is a set of common components (analytics modeling and query language, policy engine, workflow engine, design system) that we constantly improve. Each improvement to a common component cascades throughout our app. Diverse teams drive innovation and better outcomes. Having seen my mother and partner build their careers as minority women in non-diverse fields, I want to make sure Ashby creates opportunities for the next generation of engineers from underrepresented groups. At Ashby, our team and interview process want to help you show your best self. We'll dive into past projects and simulate working together via pair programming, writing product and tech specs collaboratively, and talking through decisions. There are no leetcode or whiteboard exercises. Our interview process is three rounds: Introduction call with Hiring Manager (15 to 30m, live) A technical screen where we pair in our actual codebase (1h, live) Three non-coding interviews that focus on product thinking, technical design, and infrastructure (3h 15m, live can be split across multiple days)
Hi I'm Abhik, Ashby's Co-Founder and VP of Engineering. We're looking for an ambitious full-stack engineer who is laser-focused on solving customer problems and making the right long-term investments to solve them not only today but in our future features and products. Our engineering culture strives to recreate the environments where we did our best work as ICs where we had the ownership and agency to impact our users with creative and innovative software. At Ashby, we're building an environment that is optimistic about what engineers can own and achieve. An environment that embraces innovative engineers, and, frankly, often stays out of their way. As a Product Engineer, you'll take ownership over a large portion of one of our products and own projects end-to-end (wearing hats traditionally worn by product and design). You'll research competitors, write product specs, make wireframes, and more. As engineers, we are used to tooling that makes us better at what we do. When we started Ashby, we saw the opposite with Talent Acquisition software. Recruiting teams were leveling up how they did their work, but instead of software meeting this new standard, it held them back. Software engineers come in many flavors, not all of which fit our model. Here are some things to help you decide if this fits you and what you're looking for: You're not afraid to tackle any part of a technology stack. You do what's necessary to successfully deliver a feature, whether writing frontend or choosing new infrastructure. We'll provide a supportive environment to do it successfully (e.g., design system, SRE team). You've tackled projects with a lot of product and technical ambiguity, and you thrive at the intersection of the two. We're not building a simple CRUD app, and many of the challenges we tackle require you to use your knowledge of our customers to build powerful abstractions and flexibility in the system to solve a class of problems. You know how to strike the right balance between speed and quality. Ashby wasn't built quickly. We took four years to launch publicly because convincing customers to switch required a high-quality product. However, time isn't infinite, especially for a startup, so we still move with urgencywe've built the equivalent of three or more VC-backed startups with a very small team. You are ambitious and always looking to improve your skills. For most engineers, this role will give you more freedom and responsibilities than you've experienced in the past. To thrive (and level up), you'll need to be open to feedback (and we give lots of it). You're an excellent collaborator and communicator. Ownership and freedom don't mean you work in a vacuum. You'll need to vet your decisions with the appropriate stakeholders, keep them up to date when necessary, and work with other engineers to get your projects across the finish line. Clear and concise communication helps a lot here! You seek to create leverage in your work. The nature of software is that you can often automate or abstract what would be tedious, time-consuming work. Your impatience usually leads to new abstractions, tools to allow Support to debug before Engineering, new lint rules to prevent common bugs, etc. Put another way, you shouldn't apply if: You need company-driven process and structure to get your projects across the finish line. Sprint planning and well-defined project management processes are things you need or look to others to lead. You'd rather focus on the technical details and challenges. You only want to do exciting work. We're building a team of kind, collaborative folks. Customer issues and investigations are distributed across the team, including our high-level ICs. You can get lost in the details. Once you start implementation, it can be hard to take a step back and think about the project as a whole. You like everything to be planned upfront. You haven't led or taken ownership of projects before. You're used to working with tech leads and taking on tasks distributed by them. You want to mentor earlier-career engineers. We rely on engineers owning their projects, so we need engineers with that experience. This requires the team to be reasonably tenured. More than 90% of the team would be considered Senior or above in the industry today, so mentorship opportunities are very limited. To you, a tech lead, staff, or principal engineer is someone who spends most of their time project managing or doing architecture reviews. Our most tenured engineers spend most of their time building, and we often trust them with our most challenging problems. While they lead product and technical areas and help other engineers plan their most challenging work, it's not a requirement, nor do engineers need their sign-off. Our engineering culture is motivated by Benji's and my belief that a small, talented team, given the right environment, can build high-quality software fast (and work regular hours!). We do it through: Minimal process with ownership over decisions normally made by product and design Natural collaboration and deliberate communication Investing in tools and abstractions that give us leverage Putting effort into building a diverse team The best engineers we've worked with delivered reliably magical outcomes. They took customer problems and relentlessly drove them to solutions that were not only successful but often brilliant and creative. While they did this with minimal oversight, stakeholders were never in the dark as to what was going on, and no setback was a surprise. Traditional product-development processes aren't meant for the best engineers. Their purpose is to create consistent outcomes regardless of the engineer's skill. But, consistency comes at the expense of an engineer's time and freedomboth ingredients necessary to generate those magical outcomes. As a result, process stifles the best engineers and doesn't give others the opportunity to practice the behaviors that made the best engineers the "best." At Ashby, we want to build an environment that encourages every engineer to be their best. So, at Ashby, every Engineer runs their project. Product Managers (and Designers) build strategy, do customer research, and hand off problem briefs to Engineers. Engineers take on the rest: they research the problem, write product specs, build wireframes, and implement their solution end-to-end. We rely on engineers, not process, to push information outward to the relevant folks (e.g., Product Managers) and pull folks in to help (e.g., Designers, Infra). It's a new level of ownership for many engineers, but we'd rather an engineer fail a bit and coach up their skills than use process as a crutch. Not everyone succeeds in our culture, but those who do thrive. Our engineering team consists of lifelong learners who are talented but also humble and kind. These attributes create an environment where collaboration happens naturally. We combine this with research, prototyping, and written proposals to see around corners and get feedback from the team across time zones. Focus time is something that we hold sacred, and, with thoughtful and deliberate communication, engineers are in
We built Ashby with the quality, breadth, and depth that many customers would expect from much larger teams over larger time scales. We've done this through investment in: Great developer tooling. Our CI/CD takes ~10m, and we deploy at least 15x a day. A debugger that works out of the box. Everyone on the team has contributed to our developer experience. Building blocks to create powerful and customizable products fast. At the core of Ashby is a set of common components (analytics modeling and query language, policy engine, workflow engine, design system) that we constantly improve. Each improvement to a common component cascades throughout our app. Diverse teams drive innovation and better outcomes. Having seen my mother and partner build their careers as minority women in non-diverse fields, I want to make sure Ashby creates opportunities for the next generation of engineers from underrepresented groups. At Ashby, our team and interview process want to help you show your best self. We'll dive into past projects and simulate working together via pair programming, writing product and tech specs collaboratively, and talking through decisions. There are no leetcode or whiteboard exercises. Our interview process is three rounds: Introduction call with Hiring Manager (15 to 30m, live) A technical screen where we pair in our actual codebase (1h, live) Three non-coding interviews that focus on product thinking, technical design, and infrastructure (3h 15m, live can be split across multiple days)