Context
Being a fast evolving and growing company, we periodically need to refine career paths to better align them to the market, what the company needs to achieve and how our employees want to professionally grow. Roles, Ladder levels, people need to adapt to a VUCA environment, but in Agile Lab we react fast and effectively when we detect disconnection. We are a company deeply based on people, and we have the ambition and mission to elevate the game in data, and we truly believe we can make the difference. We cannot make it without extraordinary people, highly impacting the market, the customers, and our people internally. These people are the staff engineers, those professionals with incredible high technical knowledge and skills, capable of solving intricate problems, influence customers and internal teams, in more simple words: making the difference between us and the others
AgileLab Staff Engineer Manifesto
Own the craft. Shape the market. Grow the people.
Outcome‑driven, not ticket‑driven
We start every initiative by clarifying the impact we want for clients or for AgileLab, an OKR, a learning goal, a metric. Architecture, code and processes follow that North Star.
Strategy → Execution bridge
Staff Engineers translate Tech Strategy into actionable blueprints, POCs and enablement material. We run short, high‑leverage spikes that prove value fast (e.g., Spark‑replacement engines, GenAI agent demo, cost‑cutting Kafka alternatives) and hand teams a ready playbook.
Complexity radar & first‑responders
When a project hits “the messy middle”, we embed just long enough to untangle the knot, level‑up the team and exit. Delivery stays a BU responsibility; we provide the catalytic push.
Guardians of engineering time
Engineering Office leadership owns the calendar and defends it; we show the ROI in prototypes shipped, talks given, practices codified.
Practice builders & asset owners
Our concrete deliverables:
- Reference architectures and code templates reused across BUs.
- Value propositions that Sales can pitch tomorrow.
- Reusable POCs that turn into client aha‑moments.
- Knowledge assets that close capability gaps and boost delivery confidence.
- Thought leadership that positions us as a go-to partner in our domain.
Mentors who multiply talent
We rotate through teams, pair on code reviews, and coach emerging tech leads. A rising tide lifts all squads—and expands our own reach.
Thought leaders, inside and out
Writing, speaking, contributions, evangelizing are planned projects, not after‑hours hobbies. Visibility fuels brand trust and personal growth; the Office allocates capacity accordingly.
Right‑sized pre‑sales muscle
Staff Engineers engage when a deal needs new storytelling or deep architecture credibility. Not for every credentials call. Once the offering is repeatable, BU leads take over.
Measurable, even when fuzzy
For every initiative we agree on a “hard enough” indicator delta, onboarding hours saved, blueprint adoption rate. If we can’t count it, we rethink it.
Sustainable passion
We love thorny problems, late‑night migrations and big‑bang demos, but only when balanced by health, learning and reflection. Burnout helps no‑one.
Commitments
| AgileLab gives | Staff Engineers give |
|---|---|
| Capacity on the budget and in practice | Visible impact on at least one cross‑BU initiative each quarter |
| A seat in yearly strategy reviews | Continuous feedback loops from market to strategy |
| Budget & time for certs, conferences, etc. | Internal → external thought‑leadership artefacts |
| Career ladder clarity & fair evaluation | Mentorship hours and documented best‑practices that outlive us |
How we’ll know it works
Teams resolve blockers faster, deploy safer. Sales cycles shorten because our demos convince. Engineering blogs, talks and Git repos carry our logo. Staff Engineers log off proud—knowing their work safeguards AgileLab’s long‑term business sustainability and propels us confidently toward tomorrow.
Design the future. Make it real. Bring everyone along.