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Arpit Bhayani

Temporal Primer - Building Long-Running Systems What Matters in Production RAG Structure of Every LLM Chat How LLMs Really Work Your Monolith Is Already A Distributed System Databases Were Not Designed For This BM25 JOIN Algorithms Venting at Work Comes at a Reputation Cost Why Half Your Skills Expire Every Few Years Multi-Paxos - Consensus in Distributed Databases MySQL Replication Internals Bloom Filters When You Increase Kafka Partitions Product Quantization The Q, K, V Matrices The Day I Accidentally Deleted Production How LLM Inference Works What are Blocking Queues and Why We Need Them Heartbeats in Distributed Systems How Writes Work in Apache Cassandra Redis Replication Internals How to Handle Arrogant Colleagues at Work How Does a CDN Handle Content Replication You Can't Fix Everything on Day One When Emotions Spill Over at Work Why gRPC Uses HTTP2 Meetings With No Agenda Are a Waste of Time Career Longevity Beats Constant Job Hopping Stay Relevant at Higher Salary Levels
The Startup Hiring Lie Nobody Talks About
Arpit Bhayani · 2025-05-19 · via Arpit Bhayani

The biggest lie startups tell during hiring is “We have a lot of problems, and you can pick whatever you want to solve.”

It sounds great. It plays directly to what we engineers love - autonomy, impact, and ownership. But here’s the reality - this almost never happens. When a startup says this, it usually means one of two things:

  1. A lack of clarity in leadership
  2. They’re just trying to lure you in

Even in the rare case where you get some freedom, your work still has to align with business goals, product timelines, and team priorities. You’ll likely be working on whatever the product needs immediately, which is okay, but…

Most of these companies are in constant firefighting mode, so you might never have time to pull off what you wanted to. And honestly, if a company really lets you work on “whatever,” that’s a red flag.

It signals a lack of direction, focus, or urgency. Good leadership doesn’t offer infinite choice; it offers clarity and purpose on a limited set of problems. There is always a north star that is being chased.

Do not fall for startups without looking under the hood. Assess the clarity of their roadmap, the strength of their leadership, and how decisions are made. Ask,

  1. What’s the team working on right now?
  2. What are the top priorities this quarter?
  3. How do you decide what gets built?
  4. Can you share an example of when an engineer wanted to build something that didn’t align with goals? How was that handled?

Also remember: very early-stage startups might genuinely need people to wear multiple hats and solve problems across the board - but even then, choices are constrained by survival. And often, when founders pitch “freedom,” it’s not malicious - they just want to sound attractive to candidates and don’t realize how misleading it can be.

Good startups don’t sell you autonomy; they sell you clarity on why your work matters. Don’t get sold on freedom, get sold on focus.