Brickster Voices is a sequence that spotlights the individuals who make our work potential. By private profession journeys, behind-the-scenes appears at impactful initiatives, and a glimpse into how we work collectively, these tales supply a window into life at Databricks. Whether or not you’re exploring new alternatives, interested by our work in Information + AI, or just impressed by tales of development and collaboration, Brickster Voices invitations you to get to know the people driving our mission ahead.
As a part of our Brickster Voices sequence, Andrea Fernández sat down with Maggie Chu, Senior Supervisor, Discipline Engineering at Databricks. Maggie displays on her seven-year journey, classes realized alongside the best way, and what retains her enthusiastic about the way forward for information and AI.
A: Congrats in your 7-year Brickster Anniversary! What first drew you to Databricks?
M: What initially drew me to Databricks was the truth that it was the corporate behind Apache Spark™. Again after I was job searching, I used to be searching for an organization that specialised in information and AI. I used to be taking information science courses via UC Berkeley Extension, and Spark was one of many applied sciences we studied. I bear in mind considering, Oh wow, I truly know Spark and Databricks created it! That connection actually stood out.
I utilized, interviewed with Jason Pohl, who grew to become my hiring supervisor, and joined the workforce. Again then, we had been nonetheless a small Spark-focused firm. It’s wild to look again and see how far we’ve come since then.
A: That’s superior. What has saved you right here all these years?
M: After I joined, I used to be worker quantity 300-something, so we had been nonetheless sufficiently small that one of many co-founders, Arsalan, interviewed me personally. It was such a cool expertise to know that one of many founders noticed one thing in me and took the time to be concerned.
As a result of we had been small, there was a pure match for management to be tremendous hands-on, and the tradition felt like a close-knit household. In fact, as we’ve grown, we’ve change into extra structured and company, however what’s remained fixed is the excessive bar for the individuals we rent.
We’ve saved the hiring bar excessive, and I’m constantly impressed by the brand new individuals who be a part of. Everybody brings one thing distinctive to the desk. And actually, it’s inconceivable to get bored right here. When you assume you’re bored, you’re in all probability doing one thing fallacious. The corporate is at all times evolving, and there’s at all times one thing new to study or construct.
A: On the theme of evolution, how has your function modified because you began? And what shifts have you ever seen inside Discipline Engineering?
M: After I began, I used to be a person contributor. My function was broad and fewer outlined, which is pure at smaller firms. All of us wore many hats and operated in “builder mode.” There was little construction, so I used to be one of many early individuals serving to outline and enhance it.
Over time, the main target shifted from constructing to scaling. Now, it’s about guaranteeing what we’ve constructed works successfully and measuring that impression. We’re rather more data-driven in how we consider success.
The Discipline Engineering function itself has additionally advanced. Within the early days, it was about introducing Databricks to the market, pitching merchandise, and touchdown new clients. At this time, whereas we nonetheless deal with development, there’s a a lot stronger emphasis on buyer success. We need to make sure that the purchasers we have already got proceed to thrive and increase with us. Databricks is rising alongside them, which makes the work extremely rewarding.
A: What do you prioritize when guiding your Answer Architects (SAs) or engineers within the discipline?
M: As a result of our workforce sits inside the Go-to-Market (GTM) group, I emphasize that we’re not simply technical specialists, we’re additionally enterprise companions. Many new SAs come from practitioner or technical consulting backgrounds and aren’t used to considering in enterprise phrases.
My precedence helps them perceive the why behind what clients are asking for. For instance, if a buyer says, “I need to scale back this job from ten hours to at least one,” I encourage my workforce to ask why. Is it about income? Productiveness? Value effectivity? Understanding the enterprise driver is crucial to delivering actual worth.
Technical ability is essential, however pairing it with enterprise acumen is what drives significant outcomes for our clients.
A: How do you foster collaboration throughout groups which are geographically distributed?
M: Early on, our gross sales protection was world; I even supported accounts in Hong Kong! As we’ve grown, we’ve change into extra regional, however collaboration remains to be key.
Our clients are distributed all over the world. An organization may be headquartered within the U.S., however its technical groups might be in Ukraine or Japan. Navigating totally different time zones, languages, and communication types means we frequently work intently with different Databricks groups in these areas to help clients regionally.
A: Are you able to share an instance of while you or your workforce helped a buyer get the utmost worth from our merchandise?
M: One instance involves thoughts. We had a buyer evaluating Databricks versus a competing answer for mannequin serving. Each platforms technically labored, however they’d strict SLA necessities we initially weren’t assembly.
We went all in. We pulled in product and engineering, ran a number of rounds of troubleshooting, and pushed our product to its limits to satisfy their wants.
That degree of partnership, exhibiting we’d do no matter it takes to assist them [the customer] succeed, made all of the distinction. They noticed the trouble, trusted us, and finally selected Databricks. It’s an ideal instance of our buyer obsession and bias for motion values.
A: How do you and your workforce steadiness technical experience with relationship constructing?
M: Folks purchase from individuals, not from firms. Relationship constructing is the inspiration of the whole lot we do.
After I’m hiring, I search for people who find themselves technically sturdy but in addition personable and collaborative, somebody you’d truly get pleasure from working with. Throughout offers, the Account Govt may be the first vendor, however we as SAs are those who construct belief.
I bear in mind a prospect as soon as reached out to me instantly, proper earlier than signing a contract, asking, “Am I getting a good deal?” That second confirmed how a lot belief we’d constructed. I helped discuss via his considerations and redirected him to the AE for clarification. He ended up signing shortly after. That belief and transparency are essential. With out it, we wouldn’t win half the offers we do as we speak.
A: You’ve seen Databricks evolve from a small startup to a world chief. What recommendation would you give to somebody contemplating a profession in Discipline Engineering or at Databricks normally?
M: Discipline Engineering is each extremely technical and business-driven. You want energy in each areas and it’s okay if one is stronger than the opposite while you begin. What issues is that you just’re dedicated to creating each. When you come from a technical background, construct what you are promoting acumen: study gross sales terminology, frameworks, and EQ. When you’re extra business-oriented, strengthen your technical basis. And at all times be data-driven. Again up your claims with proof, whether or not you’re speaking about your previous efficiency or pitching an answer. This goes a great distance particularly at Databricks.
A: What excites you most about the way forward for Discipline Engineering or Databricks as a complete?
M: I’m most enthusiastic about how we proceed to innovate. Based mostly on present developments, I genuinely imagine Databricks will at all times keep on the forefront of knowledge and AI.
We’ve a tradition of humility and reflection; our leaders always ask, “What’s not working, and the way can we do higher?” That mindset retains us sharp.
What I like most about our founders is that they don’t say, “Our product is the most effective.” They are saying, “Our individuals are the most effective.” That humility and belief within the workforce give me confidence that we’ll hold pushing ahead and by no means fall behind.
A: Pondering again over your profession, what’s one of the essential classes you’ve realized?
M: The largest lesson I’ve realized is easy: take the suggestions that you just (or your workforce) are given.
In my earlier days as a frontrunner, I’ve at all times thought that my largest priorities had been to make my workforce look good, be pleased, and get everybody promoted. I ended up over-protecting the workforce, defending them, and sweeping criticisms below the rug. Because of this, there have been a number of inside personnel conflicts that spilled into our buyer engagements.
I realized that not retaining my workforce accountable not solely hinders their very own development, but in addition places the enterprise and fame in danger. I began to hear when others gave me suggestions. Even when they really feel exaggerated or tough to take at face worth, there may be at all times some degree of fact to it. So quite than turning the opposite means, I leaned in, dug into that suggestions, and took motion. Over time, I used to be in a position to construct an elite workforce whereas nonetheless hitting our metrics.
When you’re focused on becoming a member of our groups, go to our Careers Web site right here.