How to Rapidly Climb the Engineering Ladder at Google: Insights from a Staff Engineer

In the fast-paced tech world, climbing the career ladder quickly at a company like Google is a dream for many software engineers. Recently, Ryan Peterman sat down with Ricky, an exceptional engineer who progressed from a new graduate to a staff engineer by the age of 28 at Google. Ricky's journey provides invaluable lessons on how to navigate promotions, work effectively with managers, and balance career growth with personal well-being.

From New Grad to Staff Engineer: Ricky’s Promotion Timeline

Ricky joined Google in 2017 as a new grad, starting with a compensation package of around $180K. His promotions were notably fast compared to the average:

• Junior Engineer (Level 3) to Mid-level (Level 4): Took about 1.5 years, with compensation increasing to around $250K.
• Mid-level (L4) to Senior Engineer (L5): Another 1.5 years, reaching approximately $350K.
• Senior (L5) to Staff Engineer (L6): After 3 years, promoted with compensation around $520K.

This rapid ascent is roughly 2-3 years faster than typical timelines, attributed to a mix of hard work, strategic project choices, and fortunate team dynamics.

Keys to Early Promotions: Junior to Mid-Level

At the start, Ricky emphasized the importance of independence—being able to unblock oneself and finish projects without much handholding. His approach to overcoming imposter syndrome was to ask many questions, even if it meant feeling "dumb" temporarily, because learning quickly was far better than stagnating.

He also highlighted the value of managing up—maintaining open conversations with your manager about your promotion goals, current projects, and what is expected at the next level. This proactive communication ensures alignment and support.

Transitioning to Senior Engineer: Ownership and Impact

The jump from mid-level to senior engineer requires more than just coding—it demands taking ownership over a specific scope of work and becoming the “go-to” person in that area. Ricky found his niche by improving a neglected part of the ads system, which allowed him to have significant impact and visibility.

To identify next-level projects, he studied how peers achieved their promotions and sought projects that pushed his boundaries technically and impacted the business meaningfully. Early on, he created a roadmap for his growth and shared it with his manager to align expectations—a proactive strategy that set him up for success.

Learning to Say No and Prioritize Growth

As responsibilities grow, engineers often face requests that don’t align with their promotion goals. Ricky advises learning to say no when projects don’t help you grow or aren’t impactful, particularly if the work comes from peers rather than your manager. When a manager assigns tasks, it’s important to discuss prioritization openly, emphasizing the value of projects that foster your growth.

The Leap to Staff Engineer: Challenging the Status Quo and Influencing

The step to staff engineer is often the hardest and most transformative. Unlike previous promotions, it involves a shift from owning projects to challenging existing processes and having a broader influence across teams and leadership.

Ricky’s path involved:

• Deeply understanding his scope and questioning why things were done a certain way.
• Using data and experiments to challenge assumptions and push for better solutions.
• Building a reputation for delivering impactful ideas that others trusted.
• Collaborating cross-functionally to drive decisions with leadership buy-in.

This level demands vision, influence, and a willingness to push boundaries, not just technical excellence.

Management: Rewards and Challenges

Ricky transitioned into management about two years ago, motivated by his passion for mentoring and helping others grow. However, he advises considering the timing carefully. Management comes with more meetings, overhead, and responsibility, which can reduce flexibility and increase stress.

He reflects that, if given a choice, he might have stayed a senior engineer longer to enjoy a better work-life balance before taking on management responsibilities.

Staying at One Company: The Power of Momentum and Fit

Unlike many engineers who job hop, Ricky stayed at Google for seven years, benefiting from:

• A good team fit that offered career growth and interesting projects.
• Building deep domain expertise and becoming the go-to person in multiple areas.
• Strong relationships and trust within the organization, boosting his influence.

He advises regularly evaluating whether your current role aligns with your goals and happiness—and if the grass is truly greener elsewhere.

Final Advice: Trust Yourself and Overcome Imposter Syndrome

Looking back, Ricky wishes he had trusted his instincts more and acted with greater audacity earlier in his career. Imposter syndrome, especially common in junior engineers, can hold you back from taking risks that lead to growth.

His key takeaway: Ask questions, seek feedback, trust your judgment, and don’t be afraid to challenge the status quo. Success is a combination of preparation, persistence, and sometimes, just plain luck.

If you want to learn more about Ricky’s day-to-day life as a staff engineer or get additional insights, check out his YouTube channel Finding Ricky.

About the Author

Ryan Peterman hosts career-focused podcasts and videos, exploring the journeys of successful engineers to share actionable advice on career growth, promotions, and workplace strategies.

Have you experienced rapid career growth or faced challenges in getting promoted? Share your thoughts and questions in the comments below!