Charles Esther
Ritendra Datta, a seasoned software engineer based in the San Francisco Bay Area, spent over a decade navigating two of the world’s biggest tech companies: Google and Meta.
In a recent conversation, he shared an in-depth look at his experiences across both firms — discussing company culture, promotion processes, workloads, burnout, and why, despite challenges, he ultimately preferred Meta.
Early Days at Google: A Mission-Driven Culture
Datta joined Google in 2010, starting his career at the Pittsburgh office. In his early years, he found Google to be deeply mission-driven, with an inspiring atmosphere for engineers. Resources were abundant — from foosball tables and music rooms to gourmet food options — but the company trusted its employees to be productive without micromanagement.
“I think the company was betting that very inspired, well-intentioned engineers would build awesome things regardless of whether they worked 10 hours or four,” Datta reflected.
A Cultural Shift in Mountain View
After four years, Datta transferred to Google’s Mountain View headquarters, hoping for new opportunities and a warmer climate. However, he quickly noticed a stark cultural shift. Work became more competitive and intense, with a greater focus on outpacing rivals rather than solely pursuing a mission.
Over time, complacency set in. Datta felt stuck repeating the same tasks, collaborating with the same colleagues, and no longer growing professionally. Seeking a new challenge and a better compensation package, he left Google in 2019 to join Meta.
Moving to Meta: A Faster, Riskier Pace
At Meta, the difference was immediate. Datta described the culture as high-velocity and high-risk, perfectly encapsulated by the company’s former motto: “Move fast and break things.” Frequent pivots and shifting priorities defined the work environment.
Although the chaotic pace was stressful, Datta appreciated the innovation and energy. “We failed often, but the amount we innovated outweighed it,” he said. He found the “good stress” of building fast-paced, impactful products exhilarating — though there were moments of “bad stress” when changes lacked clear reasoning.
Burnout at Both Companies — For Different Reasons
Burnout followed Datta throughout his journey, but its causes differed between the two companies.
At Google, the slow progress and pressure to continually climb the career ladder led to emotional exhaustion. Despite outward success, internally he grappled with frustration and stagnation.
At Meta, burnout stemmed from moral concerns. In 2021, internal controversies regarding hate speech and misinformation shook Datta’s faith in the company’s mission. Doubts about whether he was contributing to a better society weighed heavily, making work increasingly difficult.
Promotions: Visibility vs. Pure Performance
Promotion processes at Google and Meta also differed substantially.
At Google, the system felt fair but highly competitive. Promotions were decided by independent senior leadership panels based purely on technical merit and contribution.
Meta, by contrast, demanded both strong performance and self-promotion. Engineers often posted their achievements on Meta’s internal version of Facebook, creating a culture where visibility mattered as much as results.
“I developed a muscle of constantly thinking about visibility,” Datta admitted, “and I don’t think it was in a good way.”
Handling Toxic Behavior: Meta vs. Google
Datta praised Meta’s feedback-driven culture, which effectively penalized toxic behavior. Peer feedback played a crucial role in career development, making it harder for “jerks” to thrive.
At Google, on the other hand, status and hierarchy were more prominent. Engineers’ levels were public, sometimes leading to power dynamics where higher-ranked individuals could override decisions regardless of team consensus.
Final Verdict: Meta Offered Greater Influence and Growth
Despite his fond memories of early Google, Datta concluded that Meta offered better opportunities for influence, impact, and financial reward.
However, by 2023, after facing moral burnout, Datta chose to leave Meta and joined a startup where he now feels renewed satisfaction in his work.
“I truly believe both companies can be amazing places to work,” he said.
