Turing is pleased to announce that it is expanding its Board of Directors, adding Ashu Garg, General Partner at Foundation Capital, and Sumir Chadha, Co-founder & Managing Director at WestBridge Capital. The move comes after Turing’s $32-million Series B funding round, led by the $3.3-billion fund WestBridge Capital, along with Foundation Capital, which led Turing’s earlier… View Article
Turing’s co-founders Jonathan Siddharth and Vijay Krishnan will continue to serve on the company’s Board. Siddharth is Turing’s CEO, while Krishnan is Turing’s CTO. The new, expanded Board will meet in January.
“Ashu and Sumir are both highly accomplished venture capitalists that bring a wealth of experience in scaling B2B tech companies,” said Siddharth. “Ashu has unique expertise in working with technical founders of AI-enabled businesses such as Cohesity, Eightfold, and Fortanix, among others. Sumir’s experience and connections in the IT services industry will enhance Turing’s go-to-market strategy, especially among enterprise customers,” he added.
Turing founders Siddharth and Krishnan discovered the massive potential of globally distributed teams while successfully scaling their last AI-backed content start-up with exceptional remote talent. Propelled by the global shift to remote work, Turing taps into a giant global pool of remote software developers to help firms hire in markets such as Silicon Valley and New York, where hiring and retaining the best software engineers is often difficult and costly. Turing rigorously vets software developers for a Silicon Valley bar.
Turing has achieved dramatic growth over the past two years — growing revenue 17X over the last 14 months, from $700K to almost $12 Million. The company has also had nearly 200,000 of the world’s top software developers sign up for the Turing jobs platform. Additionally, several high-profile Silicon Valley technology companies have also come on board as customers. The global pandemic has compelled companies to adopt remote-first and remote-friendly policies, which has opened up gigantic global talent pools from which to recruit.
In a landmark moment in Turing’s history, the company is delighted to announce that it has raised $32 million in a Series B Round. The current investment was led by $3.3 Billion Investment Fund WestBridge Capital, with earlier round lead investor Foundation Capital, Altair Capital, Mindset Ventures, Frontier Ventures, and Gaingels participating. This milestone comes… View Article
WestBridge, for instance, has a wealth of experience in investing in global IT companies like Cognizant and GlobalLogic. Turing’s unique data science and AI-driven approach to talent acquisition motivated WestBridge to invest. Says Westbridge Capital’s Managing Director Sumir Chadha, “Instead of setting up buildings and having developers work inside offices, Turing creates a new category with talent in the cloud. Top-tier talent sourced by software, vetted by software, matched by software, and managed by software, massively increasing the scalability and efficiency of the business”.
For Ashu Garg, Managing Partner at Foundation Capital, Turing’s economic potential stood out right from the get-go — and continues to do so. Said Mr. Garg, “Today, I’m bullish on the economic potential of companies like Turing that will be foundational to the future of remote work. Such is our belief in Turing that we led the company’s seed round, and we are a major participant in their current raise”.
Turing’s turbo-charged growth story
Driven by the massive global shift to remote work, Turing taps into a worldwide pool of developers to help companies remotely hire top developers in Silicon Valley, New York, and other tech hubs, where hiring and retaining top engineers is highly competitive and typically expensive.
Since going live 14 months ago, Turing’s revenues increased 17x, from $700K to $12 million in November 2020. Over this period, the company’s client-base has expanded considerably. Current customers include VillageMD, Lambda School, Plume, Ohi Tech, Carta Healthcare, and Proxy.
Turing’s remote developer cohort has continued to expand. Over 180,000 developers from across 10,000 cities have signed up to the Turing jobs platform (compared to 150,000 in August). About 50,000 of these Turing developers have gone through the company’s AI-powered automated vetting on the platform. By 2022, the company believes it will create over 1000 remote developer jobs.
The massive shift to remote work has helped accelerate Turing’s growth. The past five months have achieved two years’ worth of transformation across many industries, particularly those that rely on software development. This year’s pandemic has led companies to embrace remote-friendly policies and open up to hiring global talent. As Turing investor Daniel Ibri, Managing Partner at Mindset Ventures, puts it, “Remote work is an unstoppable trend worldwide that just got accelerated by the Covid-19 pandemic. Turing is leading the market, and we are bullish on its ability to grow and thrive.”
How Turing plans to leverage this momentum
Turing’s co-founders Jonathan Siddharth and Vijay Krishnan, have major plans for the firm’s future. They intend to use this additional capital to scale Turing’s platform, enhance its AI-driven automated matching software and workforce management tools, and grow its product, sales, marketing, and communication teams.
Of course, this wouldn’t be possible without Turing’s investors. The company extends its heartfelt gratitude to its backers for putting their faith in the company’s vision and team. In addition to the aforementioned, Turing’s investors include Adam D’Angelo (Facebook’s first CTO and CEO at Quora), Gokul Rajaram, Cyan Banister, and Scott Banister, Beerud Sheth (the founder of Upwork), Founders Fund, Chapter One Ventures (Jeff Morris Jr), Plug and Play Tech Ventures (Saeed Amidi), UpHonest Capital (Wei Guo, Ellen Ma), Ideas & Capital (Xavier Ponce de León), 500 Startups Vietnam (Binh Tran and Eddie Thai), Canvas Ventures (Gary Little), B Capital (Karen Appleton Page, Kabir Narang), Peak State Ventures (Bryan Ciambella, Seva Zakharov), Stanford StartX Fund, Amino Capital, Spike Ventures, Visary Capital (Faizan Khan), Brainstorm Ventures (Ariel Jaduszliwer), Dmitry Chernyak, Lorenzo Thione, Shariq Rizvi, Siqi Chen, Yi Ding, Sunil Rajaraman, Parakram Khandpur, Kintan Brahmbhatt, Cameron Drummond, Kevin Moore, Sundeep Ahuja, Auren Hoffman, Greg Back, Sean Foote, Kelly Graziadei, Bobby Balachandran, Ajith Samuel, Aakash Dhuna, Adam Canady, Steffen Nauman, Sybille Nauman, Eric Cohen, Vlad V, Marat Kichikov, Piyush Prahladka, Manas Joglekar, Vladimir Khristenko, Tim and Melinda Thompson, Alexandr Katalov, Joseph and Lea Anne Ng, Jed Ng, Eric Bunting, Rafael Carmona, Jorge Carmona, Viacheslav Turpanov, James Borow, Ray Carroll, Suzanne Fletcher, Denis Beloglazov, Tigran Nazaretian, Andrew Kamotskiy, Ilya Poz, Natalia Shkirtil, Ludmila Khrapchenko, Ustavshchikov Sergey, Maxim Matcin, and Peggy Ferrell.
This blog post covers how a developer can be recognized, find a remote job, and be successful working remotely. However, it’s important to understand what is in it for organizations hiring remote developers.
*Full Disclaimer: All the views expressed in the blog are solely my personal views and biased based on my personal experience. The best-practices, technologies, or benefits listed are no silver bullets. The article is focused on engineers in the web development space.
Remote working is not a new concept but working remotely is gaining popularity during these times. Many organizations are forced to rethink how they work. Covid-19, has impacted every person in the world, but with the challenges the pandemic has created comes opportunity.
There has never been a better time to work remotely, especially for engineers. Many organizations have now turned remote-friendly, some have also started hiring developers from regions unheard of – the reason? Untapped potential!!
This blog post covers how a developer can be recognized, find a remote job, and be successful working remotely. However, it’s important to understand what is in it for organizations hiring remote developers.
Why organizations should hire remote developers
It would be unfair to say that organizations do NOT want to hire remote developers as they are bound by government laws which prevent them from going beyond their country to hire a person on their payroll. It’s only possible for large corporations.
Let’s first understand the benefits of hiring remote engineers. As an organization you can:
Hire engineers who have untapped potential – these engineers have high productivity and are eager to learn.
Hire engineers from countries with lower GDP – allows you to pay people less than you would if you hire local talent.
Add diversity to your company culture – allows sharing different ideas and perspectives that you did not have before.
Become a 24×7 company – by hiring engineers in varied timezones you can move faster and support customers globally.
Now that you understand why a company wants to hire you, let’s discuss why a developer would want to work remotely.
Why engineers should consider remote jobs
There are many benefits (and few drawbacks) of working as a remote engineer.
Choose your hours – Since you work in a different timezone, you can choose the hours you want to work, though it’s important to have some overlap. (more on that later)
Work with people with diverse backgrounds – there is a different thing about people who are well-traveled, right? Why is that?
Get paid more than your peers – you can only earn what your industry pays you, what if you changed the local industry? 😉
Choose where you work– Home, Coworking office, Coffee Shop? It’s recommended though you have a consistent setup (again, later!)
Better work-life balance – Save time traveling, get more time off (remote organizations are usually flexible), be with your loved ones often.
Choose your own technologies – though it helps get better jobs depending on the tech you work with, organizations are looking for the skills you’ve developed to help them identify what you’d work on.
Immense growth – working with people globally brings a lot of different perspectives allowing you to 10x your growth.
Why would organizations consider you
We have established that organizations want remote engineers, now let’s look at why an organization would consider you? What do you need that makes an organization believe you are remote-friendly?
Open Source Contributions Organizations want to look at the work you have done.
It increases the credibility of your work
It shows that you love writing code
It gives them a glimpse into the code you write
Remote-friendly technologies If you are looking to join a startup, most likely they use technologies that are popular right now. Having experience in current tech is a great way to get noticed. Some of these technologies are (but not limited to):
Kubernetes and other cloud devops experience is a huge plus
It usually helps to be able to work on both backend and frontend (Full-Stack), since it’s crucial to be self-driven in a remote environment.
Solid previous experience and profile Organizations love when they find a person who is a great problem solver. Working on multiple projects and industries, at different roles, are usually indications that you will do well in their company. Companies will also check your Linkedin profile to understand you better. Having an updated profile and strong recommendations from previous employment can go a long way towards helping you find the right remote job.
Attitude I saved the most important one for the last. Companies hire for attitude rather than skill. Skill can be learned, but attitude takes a long time to correct. Having the right attitude is the only way to get good remote jobs.
So what do I mean by having the right attitude?
Display a willingness to learn more about their company, show a genuine interest in the company’s industry and what it cares about. Read the company’s vision, its core values, culture, and apply only if these attributes excite you. It’s essential that you’re a quick learner so that you can developed the required skills to perform at the company.
How to find remote jobs
So, if you have what it takes to be a good remote engineer, the question is, how do you find a remote job that you love?
Apply to a company’s remote jobs (via portals or company website)
If you do a quick search on Google, you will see many platforms like WeWorkRemotely, remote.co, and others.
You can start by looking at the skill you want to target and applying on the posts (make sure you research the company before applying). You need to have a great cover letter. Cover letters are a great way to express why you are the best person for the job they posted. A strong cover letter makes you stand out as companies receive 100s of applications.
Which application do you think they are most likely to open first? The one with the cover letter! You can also search for companies which are remote-friendly and apply directly via their websites.
Freelancing is also another way to get jobs. Freelance positions offer more flexibility and let you have a better work-life balance. Freelance work also gives you the chance to choose your hourly rate, but you may sacrifice job security, and you might also waste time hunting for your next gig.
Platforms like Turing, guru, Upwork, and freelancers are good places to find remote gigs.
Twitter is a great place to build relationships with other fellow developers. These connections will help you find your next job. 60% of organizations hire people that are referred by the people already working in their companies. This means the more people you know in the industry, the better chance you will have to get a good job.
Turing is a unique platform that bridges the gap between a freelance platform and a job portal. It is truly focused on the developer’s well-being, growth, and tools to be successful in working remotely.
Turing is different because:
You do not have to hunt for jobs – Turing will understand your goals and find you a job that you want.
You get long term work – You will work with a real company as their team member. You get the benefits of the company you are working for under turing.
You still get the flexibility as you choose your own hours and your rate.
Turing pays you on time – you do not have to follow up with your clients to get paid or depend on a rating system to get jobs.
Turing handles issues that may arise between you and the client.
Turing gives developers peace of mind by allowing them to focus on their skills and their job instead of spending time doing administrative work that reduces their productivity.
Getting a job is only the first step. There is a lot more that you need to do to be successful at your job.
Communication Being an effective communicator is the key to being successful at a remote job. Working remotely means you need to make extra efforts to communicate with your manager.
Have regular check-ins with your manager (weekly as well as monthly)
Have at least 3 hours of time overlap between yours and your team’s work hours.
Make sure you and your manager(and your team) are always on the same page, and that expectations are clearly understood.
Turing.com actually does a great job improving your communication with your manager.
Self-driven You need to be self-driven. The more you have to depend upon another person on the team, the more difficult it will get to be productive in your job. It certainly helps if you are a full-stack engineer, as this allows you to do both the frontend and the backend by yourself – if it is not possible then you must try to separate (but not isolate) your responsibilities. The more time overlap you have with your team, the more flexible you can be with respect to separating your work responsibilities.
Setup Having a decent office and workstation setup is very important. You cannot be productive at your work if you have “pebbles” on the race track you are trying to win.
Make sure you have a good (and consistent) place to work
Your environment should be distraction-free
Good camera and microphones to have calls with your team.
A fast computer that can handle your daily workload
Trust Remote teams are happy and do more if they trust each other. Here is a great article that would do justice to explaining how important trust is in a workplace. https://blog.doist.com/trust-remote-workplace/
With this, I wish you luck finding a great remote company to work at. It can be hard, but rewarding. I trust that turing.com can help you find the next job that you love. 🙂
In this post, Jean Hsu of Range shares some guiding principles and practices that have been helpful to her in navigating this onboarding process as an engineering leader.
Editor’s Note: This is a guest post from Jean Hsu of Range.
I recently joined Range as their new VP of Engineering. Over the last few weeks, I’ve ended many days full of meetings feeling energized — grateful to work with this incredible group of humans. And to be honest, I’ve also ended days feeling depleted — feeling a bit bashful about basic questions and overwhelmed by all that I don’t know.
Although I’ve previously onboarded at big companies like Google and smaller startups like Medium and built onboarding programs for engineering teams, this is the first time I’ve onboarded to a team in over eight years. It’s also the first time I’ve been onboarded to a team while everyone is working remotely, not to mention in the middle of a pandemic, while my kids are distance learning from home! With those remote constraints and personal time constraints in mind, I wanted to be particularly intentional about how I spent the first few weeks.
In this post, I’ll share some guiding principles and practices that have been helpful to me in navigating this onboarding process.
Use Structured Questions to Get to Know Individuals and the Team One-on-ones are foundational in getting to know people as individuals. You will want to schedule recurring one-on-one meetings with people you work closely with — whether that’s direct reports, cross-functional leads, or your manager.
In your first or second one-on-ones with the team, ask a set of structured questions to guide the conversation. You can give people a heads-up that you’ll be doing so, so they know it won’t be the norm for all one-on-ones. These are the questions I asked everyone on the engineering team:
What’s going well at Range?
What’s been frustrating, or could be better?
If you could have your way, what one thing would you change?
What do you want to get out of your time at Range?
What support can the team or I provide?
Think of these questions as a broad invitation to share whatever they feel is important. There are few enough that there’s plenty of time to dig into the responses in a 45 minute or hour-long time frame. Delve deeper into each with open-ended follow-up questions like “What else?” and “Can you tell me more about that?”
Without a clear intention, over time, one-on-ones can settle into status updates or pleasant-but-not-too-meaningful chitchat. By bringing up these topics at the start of a new work relationship, you let the other person know that the one-on-one space is one where these topics can be discussed. One-on-ones are the venue where you want to hear what’s going well, learn about any frustrations, discuss areas ripe for change, what your direct reports want professionally, and what support they need.
Lean into Your Beginner’s Mind When you’ve been on a team for years, working day-in and day-out in the same codebase and same team, you acclimate to small changes around you, like slowly increasing build times or that weekly meeting that doesn’t seem to have an agenda. Blindspots emerge that slow the team down significantly.
When you’re the newcomer to a team, you’re the only one with entirely fresh eyes. Take notes on what you notice. Are there product features that seem particularly delightful to you? Do you find any processes that feel needlessly painful? What about obvious gaps that feel important to fill?
It’s easy to tell yourself, “Oh, I’m new, so I’m sure they have a good reason for that. I’ll just keep my mouth shut and see if it all makes more sense in a few months.” It’s tempting not to want to rock the boat and not be the new engineering leader associated with complaints. Quite reasonably, you don’t want to be the person who chimes in at every meeting with, “Well, at Google, we did XYZ.”
To get around being the “problem messenger,” get buy-in upfront from other leaders with whom you work closely. Talk to them about what gaps you can fill in the leadership team, and discuss processes for you to leverage your “Beginner’s Mind” in this critical period to share observations and insights.
Absorb Information, and Let Go of Your Need to Know Everything At Medium, the previous tech company I worked at, I joined before there was a Medium. I was there through the nascent ideation process, building out of the initial product and every single product iteration after that.
At Range, I don’t have that in-depth knowledge to lean on. Suppose you are, like me, joining a company as an engineering leader. In that case, you may be trying to absorb everything you can about the team, the individuals, the processes, the codebase, and the product. Piece together what you can — have conversations with engineers, designers, product people, sales, and marketing. Read relevant docs, and learn from the expertise others have on the team.
And know that you don’t need to have that full historical context to fill your role effectively. I also remember times at Medium when I had no context at all. Once, I helped DevOps scope out a plan for thwarting DDOS attacks, even though I had no prior meaningful knowledge concerning this issue. I scoped out and executed a successful multi-month API project, with little context as well.
So absorb what you can to get up to speed and let go of your need to know everything. Ask questions when you have them, and ask for help when you get stuck. Trust that you’ll tap into your team’s expertise to get the information you need to lead teams and projects.
Define Your Role As you settle in and start to get a feel for the team’s needs, take some time to take a step back and define your role. It can be easy as the new person to help out everywhere as needed, but take the time to think about what you want the position to be — what do you want to be doing six months or a year into your job?
There will be parts of your role that are more concrete and non-negotiable, but engineering leadership roles often have a lot of room to choose your adventure.
I love to write, so part of my role definition includes external-facing influence through writing blog posts and helping with other content for the product. Someone else may want to carve out time for regularly preparing and delivering talks or play a meaningful role in defining and iterating on team processes.
When I’ve taken the time to clarify my role in this way, it helps to contextualize the day-to-day tasks and feel less scattered and reactive. It’s analogous to taking the time to define and communicate a team’s North Star and top priorities. Even if individuals are working on varied tasks, it’s essential to know how it ratchets up to the team’s focus — and that also helps individuals be mindful of when their work doesn’t contribute clearly to the team’s priorities. Similarly, taking the time to define my ideal role gives me clear intention and direction — so rather than feeling scattered or overwhelmed, I can see how the disparate parts of my job add up towards a role I aspire to fill.
Joining a new team as an engineering leader can be exhilarating, daunting, joyful, and overwhelming — sometimes all in the same day! You may be pulled in all directions before you even settle in. While you’re getting up-to-speed, remember to keep just a few priorities top-of-mind and communicate them clearly (even if they change every few weeks). I hope these principles and practices help you navigate this transition.
About Jean: Jean Hsu is the Vice President of Engineering at Range. Prior to Range, she built product and engineering teams at Google, Pulse, and Medium, and co-founded Co Leadership, a leadership development company for engineers and other tech leaders. She’s also a co-actively trained coach and has coached many engineers, tech leads, managers, PMs, VPs of Engineering, and CTOs. She loves to play ultimate frisbee (though not during pandemics), and lives in Berkeley with her partner and two kids.
About Range: Crafting new ways for organizations, teams, and individuals to unlock their full potential
The team at Range believes that healthy companies aren’t simply better places to work, but do better work and will ultimately be more successful. But that’s easier said than done — it often seems the more humans an organization adds, the less human it becomes.
We think this can (must!) be fixed, and that by putting (awesome) team success software into people’s hands, they can build wellbeing, awareness, and performance into the fabric of work.
Turing’s Boundaryless Product Event – Fall Edition Save the Date: Thursday, October 15th, 11 AM – 2 PM PT (Join and/or RSVP here) This Thursday, Turing not only introduces you to exciting new product innovations, but also brings together top remote-work experts and advocates in the inaugural Turing Boundaryless Product Event. Over the course of… View Article
This Thursday, Turing not only introduces you to exciting new product innovations, but also brings together top remote-work experts and advocates in the inaugural Turing Boundaryless Product Event. Over the course of the virtual event, learn how remote-distributed teams can turbo-charge your development, increase your runway, reduce fixed costs, and make your company more attractive to investors. Additionally, the event will allow you to:
Hear from scaling experts that have built world-leading products with remote teams.
See the latest product innovations from Turing, the company building AWS for talent.
Learn about the Future of Work with Ting Cai, formerly of Microsoft and now, Senior Director at Google
Join Jonathan Siddharth, Turing’s CEO and Co-Founder, Ashu Garg of Foundation Capital, and Ting Cai, formerly of Microsoft and now, Senior Director at Google, in a lively discussion about the future of work, moderated by TechCrunch reporter, Ingrid Lunden.
Turing Developer Stories — Building Great Products while Changing Lives (1:30pm – 2pm)
See first-hand how Turing changes the course of developers’ lives worldwide while helping customers scale engineering teams quickly, even amid a global pandemic.