We intend to expand our remote engineering hiring aggressively. We will hire at least a hundred remote engineers this year. (We will continue hiring remote employees in non-engineering positions across the company as well.) In addition to hiring engineers, we plan to begin hiring remote product managers, engineering managers, and technical program managers later this year. We are expanding the scope we will hire for remotely. (Some individuals report to a team located in a different hub, and we expect this will remain common, but the bulk of high-bandwidth coworker relationships are within-hub.) We also have a remote engineering lead, analogous to the site leads we have for our physical hubs. For example, there will be dedicated engineering teams in the Remote hub that exist in no other hub. We are formalizing our Remote engineering hub. It is coequal with our physical hubs, and will benefit from some of our experience in scaling engineering organizations. We have seen such promising results from our remote engineers that we are greatly increasing our investment in remote engineering. We would be a greatly diminished company without them. Foundational elements of the Stripe technology stack, our products, our business, and our culture were contributed by remotes. While we did not initially plan to make hiring remotes a huge part of our engineering efforts, our remote employees have outperformed all expectations.
#Remotehub company location code
Since you write code via pull requests and not whiteboards, your reviewer needs to have access to the same PR having access to the same whiteboard is strictly optional. The experience of using them is so remarkably good that we only notice it when something is broken. Thankfully Google Docs, Slack, git, Zoom, and the like deliver high-bandwidth synchronous collaboration on creative work. There was a time when writing on a whiteboard had substantially higher bandwidth than a Word doc over email. Of these, thinking is the only one that doesn’t primarily happen online. Most engineering work at Stripe happens in conversations between engineers, quiet thinking, and turning those thoughts into artifacts. One is that the technological substrate of collaboration has gotten shockingly good over the last decade. We had a strong preference for managers to be located in-office and for teams to be office-centric, to maximize face-to-face bandwidth when doing creative work.Īs we have grown as a company, we have learned some things. Historically, they’ve reported into teams based in one of our hubs. Stripe has had hundreds of extremely high-impact remote employees since inception. They have worked in and run businesses that don’t have access to global payments infrastructure.
They know why it is important to engineer robustness in the face of slow, unreliable internet connections. They see how people purchase food differently in bodegas, konbini, and darshinis. They are deeply embedded in the rhythms of their cities. Our remotes keep us close to our customers, which is key to building great products. They will be deployed across every major engineering workstream at Stripe. Stripe will hire over a hundred remote engineers this year.
We are doing this to situate product development closer to our customers, improve our ability to tap the 99.74% of talented engineers living outside the metro areas of our first four hubs, and further our mission of increasing the GDP of the internet. We are establishing a fifth hub that is less traditional but no less important: Remote. Stripe has engineering hubs in San Francisco, Seattle, Dublin, and Singapore.
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