ARB Interactive Career Growth & Development

How do you structure mentorship and technical learning for engineers?

Mentorship is an expectation across our entire engineering org, with our senior engineers leading from the front. We deliberately keep the structure natural and light; our two-pizza team model creates the kind of tight-knit environment where mentorship happens organically and teams grow together.

Technical learning follows a balance of two parts: Engineers develop deeply through the projects they tackle day to day, supported by a curated set of learning resources tailored to each level, comprising books, courses and certifications. Every engineer receives a learning stipend and dedicated time to deepen their skills, particularly in less familiar domains. For example, AWS certifications are a core focus. Stronger infrastructure knowledge enables our engineers to deliver meaningfully across the full stack and strengthens their overall skillset.

What internal mobility or upskilling programs have you launched recently?

As a smaller engineering org, mobility is one of our biggest advantages. We actively encourage engineers to explore moving between teams, particularly once they’ve grown comfortable within a given domain. Switching teams exposes engineers to new problem spaces and broadens their product knowledge, ultimately shaping them into stronger, more well-rounded, product-focused engineers. It also strengthens the org as a whole, giving us a more versatile team that can flex to meet shifting priorities and tackle challenges from multiple angles. A recent focus has been clearly defining the technical versus management tracks that senior-plus engineers face. We want to give engineers a choice between either track, rather than forcing somebody into a management track when they’d rather be focused on deep technical work as a staff engineer.

How do you identify and support future technical leaders?

We look for engineers who demonstrate strong communication, a clear sense of ownership and a willingness to step up when the team needs it. Equally important is cross-functional engagement, whether that’s collaborating across engineering teams or working closely with stakeholders outside of engineering. Once we’ve identified those ready to step into an engineering lead or management role, we bring them into deeper leadership discussions early to help them build context and confidence. At our upcoming onsite in Miami, a few of these future leaders will be joining the engineering leadership team to get a feel for the role and explore the next step in their careers.