Expertise Path and Manager Path

We're hiring a Film Editor!! Some months you'll be cutting something you'll want to scream and shout about... an intimate portrait of a legend like street photographer Joel Meyerowitz, a feature doc we've shot across Africa, India and Japan, or a peatlands film that's gone and won awards. Other months it's social cutdowns, versioning and getting six deliverables out the door by Friday. Both matter to us, and we put the same time and effort into both. That's sort of the whole point of Here Now. I won't pretend it's all glamour. Post is where we feel it most when we're flat out, and right now we're flat out, with a lot of good work in and more on the way. So I want someone who actually gets a kick out of the day-to-day of editing, not just the showreel moments. We cut primarily in DaVinci Resolve; editing, grading, motion graphics, all of it; so that needs to be your home turf. Premiere's useful to know, but Resolve is where we live. The details, no faff: Remote, UK-based. London's ideal, but honestly I care more about the right person than the postcode. In-house — one of us, not a freelancer. £35k–£42k, depending on where you're at. Starting early September, or whenever genuinely works for you. To apply, send your CV and one or two things you're actually proud of to alexander@herenow.film and careers@herenow.film. Tell me what you did on them and why you made the calls you made. You can skip the cover letter, I'd much rather know how you think than read three paragraphs about being a "passionate storyteller." Applications close 7 August. Everything else lives here: https://www.herenow.film/careers/film-editor-job Best, Ed #FilmEditor #VideoEditing #PostProduction #DaVinciResolve #FilmJobs Please mention the word **MERRINESS** and tag RMTUxLjgwLjE0Ni43Mw== when applying to show you read the job post completely (#RMTUxLjgwLjE0Ni43Mw==). This is a beta feature to avoid spam applicants. Companies can search these words to find applicants that read this and see the…

Veröffentlicht 24 Jul 2026

As an employee of our company, you will collaborate with each department to create and deploy disruptive products. Come work at a growing company that offers great benefits with opportunities to moving forward and learn alongside accomplished leaders. We're seeking an experienced and outstanding member of staff. This position is both creative and rigorous by nature you need to think outside the box. We expect the candidate to be proactive and have a "get it done" spirit. To be successful, you will have solid solving problem skills. Please mention the word **HONORED** and tag RMTUxLjgwLjE0Ni43Mw== when applying to show you read the job post completely (#RMTUxLjgwLjE0Ni43Mw==). This is a beta feature to avoid spam applicants. Companies can search these words to find applicants that read this and see they're human.

Veröffentlicht 26 Jul 2026

Mar 26 Mar 26 Sharing Our Engineering Ladder Camille I gave a talk last year at the NYC CTO summit on how and why to introduce structure into an engineering organization (slides available here). I am a fan of structure and the clarity that it can provide an organization, despite its potential downsides. I'm not going to talk about the WHY very much in this post, but I thought it was about time that I helped with the HOW. Creating an engineering ladder (that is, the job descriptions and levels of an engineering organization) is a daunting task. If you do a half-hearted job, you're likely to cause more problems than you solve. The very first ladder I presented to my team was based on the ladder at Foursquare*. It was very simple, with one or two descriptive elements per "attribute" of engineering (technical skill, communication skill, etc), and by all accounts worked very well for their team. I hoped that this style of providing fewer details would result in people being less obsessed with the ladder, less likely to try to negotiate their level on "technicalities". Boy was I wrong. Almost immediately I had engineers debating me over whether they were at the right level, and there was a great deal of anxiety and confusion throughout the organization. I left room for generous interpretation, and it made it difficult for me to explain what I really wanted and expected. In addition to the ladder causing problems inside of my team, we were having a hard time evaluating candidates during interviews and determining what level to hire them into. Particularly at the more senior levels, it wasn't clear what the criteria for success really looked like. So, together with my tech leads and engineering managers, we rewrote the ladder to be more specific. It has been very helpful both for the process of reviews and promotion committees as well as for the process of hiring. I have since shared my ladder privately with several engineering managers around the country who were looking …

Veröffentlicht 26 Jul 2026