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Pick the company, not the role
Early-career people often insist on one specific role: a product manager, or nothing. They miss out on a really great company because they didn't like the role they were offered, or because they aimed too high on a role they ultimately didn't get. At any great company, people are expected to prove themselves and grow and expand with the company over time. Someone can join in role X and move into role Y later.
The people are what to weigh most. The ones worth joining are far better than you in their disciplines and level up both you and the company in their area. Linear is a company with high taste and product quality, and the people building the product have skill sets that someone working on sales, marketing, and operations admires. The right people are the ones who impress you and whom you would be grateful to work with and work for.
How do people change roles inside startups?
Small companies have few formal job ladders, so roles tend to follow need and demonstrated ability. A person who handles one problem well is often handed the next one, even if it sits outside the original job description. Titles get settled afterward, when the company is large enough to define them. This is part of why a startup role at hiring can differ so much from the same person's role two years later.
Why does working near stronger colleagues raise output?
A 2009 study by economists Alexandre Mas and Enrico Moretti looked at cashiers at a large U.S. supermarket chain. They found that cashiers worked faster when a highly productive coworker started a shift within their line of sight. The effect was strongest when the faster worker could see them, and it suggested that social pressure plays a role. The study appeared in the American Economic Review.
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