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Negotiating the full offer · step 3 of 7
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Playbooks & decision trees
Negotiation
Negotiating the full offer
Base, bonus, equity, and benefits — a step-by-step tree for negotiating the whole package.
Growth
Making the case for promotion
Build the narrative and evidence to bring your manager — with scripts.
Opportunities matched to you
D 92% match
Senior Product Manager
Datadog · Remote
F 88% match
Group PM, Platform
Figma · New York
Engineering Career Ladder
View full ladder → L1
Associate Engineer
Assigned tasks with clear specs · 0–18 months
Technical
- Learns codebase with guidance
- Fixes well-scoped bugs; writes unit tests
- Asks good clarifying questions before coding
Collaboration
- Pairs with senior engineers to ship features
- Communicates blockers promptly
Leadership
- Accountable for own code quality
- Reads internal docs and design specs
Promotion signal: Completes assigned work independently with minimal oversight; no regressions in owned features for 2+ sprints.
L2
Engineer I
Feature-sized work with defined requirements · 1–3 years
Technical
- Owns a feature end-to-end: design, implementation, test, deploy
- Writes clear PRs; addresses review feedback completely
Collaboration
- Works productively without close supervision
- Coordinates with QA and design to ship with quality
Leadership
- Takes technical ownership of own work
- Informally mentors interns and onboarding associates
Promotion signal: Delivers features end-to-end with minimal support; proactively improves quality in owned area.
L3
Engineer II
Multiple features, some ambiguity · 3–6 years
Technical
- Delivers complete projects with partial specs
- Proposes architectural improvements with trade-off analysis
Collaboration
- Owns the technical relationship with a product partner
- Reviews junior PRs with actionable, kind feedback
Leadership
- Acts as tech lead on small teams (2–3 engineers)
- Identifies and plans 1-sprint improvements proactively
Promotion signal: Consistently extends impact beyond own tasks; colleagues cite them as the reason a project succeeded.
L4
Senior Engineer YOUR LEVEL
Team-wide impact, sets quality bar · 5–10 years
Technical
- Owns complex, cross-team domains end-to-end
- Sets the quality bar and enforces it in review culture
- Shapes technical roadmap with PMs and architects
Collaboration
- Technical voice in quarterly roadmap planning
- Bridges engineering and product on scope trade-offs
- Unblocks teammates across team boundaries
Leadership
- Runs structured mentorship for L1–L3 engineers
- Drives multi-sprint projects from kick-off to retro
Promotion signal: Impact consistently exceeds the team boundary; the org would notice if they left.
L5
Staff Engineer
Cross-team technical strategy · 8+ years
Technical
- Defines technical direction across 2–4 teams
- Produces RFCs that shape multi-quarter planning
Collaboration
- Recognized technical authority across the division
- Leads cross-functional post-mortems and design reviews
Leadership
- Identifies and closes skill gaps at the team level
- Sponsors mid-career engineers for promotion
Promotion signal: A technical decision they made is visibly running in production and measurably improved a business metric.
EM
Engineering Manager
Team of 4–8 engineers, people + delivery
Technical
- Maintains enough technical context to unblock and review architecture
- Shields team from org churn and scope creep
People
- Weekly 1-on-1s with clear structure; bi-weekly skip-levels
- Writes substantive performance reviews tied to level expectations
Delivery
- Team ships on a predictable cadence
- Surfaces risks to stakeholders before they become emergencies
Promotion signal: The team's output and career health improve measurably; engineers cite manager as a reason they stay.
SR EM
Senior Engineering Manager
Multiple teams or a complex domain · 12+ years
Technical
- Sets multi-team technical direction in partnership with Staff Engineers
- Drives architecture decisions when no Staff engineer is available
People
- Manages a team of managers or leads a complex domain independently
- Grows managers: delegates real authority; coaches on people strategy
Strategy
- Contributes to annual engineering planning at the VP level
- Manages budget, headcount, and vendor relationships
Promotion signal: Org health in their domain is measurably better than peers'; Director-level peers seek their input on strategy.
DIR
Director of Engineering
Division-level accountability · VP pipeline
Technical
- Owns the long-term technical health of a major product surface
- Represents engineering in exec-level product strategy
People
- Responsible for calibration and leveling consistency across the division
- Partners with Recruiting on hiring bar and pipeline strategy
Business
- Translates business goals into multi-quarter technical plans
- Accountable to VP for divisional delivery and cost efficiency
Promotion signal: Runs division autonomously; VP is confident delegating both people and delivery decisions.
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AI Career Coach
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Resume tools
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