The Myths of Hiring from Big Tech: A Call for Nuance

I recently came across an article titled Hiring Software Engineers and Engineering Leaders from Big Tech (Part 1), which argues against hiring engineers from FAANG or other major tech companies for startups. I found myself in strong disagreement with several points made in the piece, and I’d like to share my thoughts.

1. Misconceptions About Big Tech Talent: The article presents anecdotal evidence of engineers from FAANG lacking technical skills. While I acknowledge that such cases may exist, they are exceedingly rare. The vast majority of engineers from these companies are highly skilled professionals.
2. Valuable Experiences: My personal experience working with engineers from LinkedIn, Facebook, Google, AWS, and Netflix has been overwhelmingly positive. Collaborating with these talented individuals has been a privilege. Conversely, I’ve also encountered engineers from startups — some of whom were outstanding, while others fell short.
3. The Entitlement Argument: The notion that engineers from Big Tech exhibit entitlement overlooks the fact that entitlement can be found in professionals across all sectors. The key is to identify and avoid entitled candidates during the interview process, regardless of their background.
4. Experience with Tools vs. Principles: The assertion that Big Tech engineers lack broad experience with tools misses the mark. What truly matters are the underlying principles of software engineering. Tools evolve rapidly, but a solid understanding of foundational principles enables engineers to adapt to any technology.
5. Managing Optics: The claim that success in Big Tech revolves around “managing optics” is misleading. Talented professionals focused on optics are unlikely to seek startup roles. Smart candidates are driven by meaningful work, not superficial appearances.
6. Startup Focus: The article’s suggestion that Big Tech engineers are out of touch with startup priorities is misguided. Engineers, regardless of their background, are capable of aligning with a mission when it’s clearly articulated. They are not just inexperienced individuals; they are skilled professionals ready to contribute.
7. The Need for Big Tech Expertise: The argument that startups can thrive without Big Tech experience overlooks the challenges many face. While assembling a team of junior engineers might seem appealing, it often leads to steep learning curves that small startups cannot afford. In a fast-paced environment, experienced engineers can provide the guidance and expertise needed for success.

In conclusion, blanket statements like “Big Tech hires are often poor fits for startups” are overly simplistic and unhelpful. The focus should be on hiring talented individuals, regardless of whether they come from Big Tech or a startup background.

Seek out candidates who are smart, motivated, and culturally aligned with your organization. If a candidate has predominantly Big Tech experience, use the interview process to clarify expectations and ensure mutual understanding. However, I would never disqualify an engineer — or a manager — simply based on their previous employment at a major tech company.

At Netflix, we often embraced the mantra: “Strong opinions — loosely held.” This approach encourages open dialogue and the flexibility to adapt our views based on new insights. I welcome your thoughts on the article I referenced or my response. Please feel free to share your perspective in the comments section!