Fordel StudiosA senior engineer at Company A cannot independently own a feature from requirements to production. They cannot make architectural decisions without supervision. They cannot onboard a junior engineer effectively. They have three years of experience and a title that used to require eight.
A senior engineer at Company B owns entire product surfaces, mentors three engineers, makes technology choices that the team lives with for years, and could switch companies and be effective within a week in an unfamiliar codebase. They also have a title that says senior. There is no meaningful difference in how the industry reads those two titles.
How This Happened
Two forces simultaneously destroyed the signal value of the senior title. First, the demand for software engineers outpaced the supply of genuinely experienced ones for a decade. Companies needed warm bodies in seats labeled "senior" to fill roles that required senior judgment. They promoted early and hired aggressively. The title became a retention tool and a negotiating chip rather than a designation of capability.
Second, engineers learned that the fastest path to a salary increase was to get the senior title at one company and use it as an anchor in the next negotiation. The title market became a game of hot potato. Everyone wanted to be senior, so everyone became senior, so the word stopped meaning anything specific.
“The title tells you what they were able to negotiate. It tells you almost nothing about what they are able to build.”
What Senior Actually Means When Used Correctly
A senior engineer can operate independently in ambiguity. Give them a problem, not a specification, and they can produce a specification worth building from. They can identify when a requirement is under-specified without waiting to be told. They can write code that a less experienced engineer can understand and maintain. They notice when a technical decision will cause pain in six months and say so before the decision is made, not after.
Most importantly: they make the people around them better. This is the characteristic most obviously absent in inflated senior titles. A genuinely senior engineer leaves a codebase in a better state than they found it, leaves a team more capable than when they arrived. An engineer with three years of experience and a senior title mostly leaves their own PRs.
The Real Problem This Creates
Title inflation creates a generation of engineers who reach genuinely senior capability without any external validation of what that means. They spent their career in "senior" roles before developing senior judgment, and nobody told them the difference. They are in positions of influence on architecture decisions without the experience those decisions require. The code reflects this.
Companies compound the problem by using title as a proxy for assessment. "They are already senior, they must be able to do this." The title creates the assumption. The assumption skips the evaluation. The evaluation would have revealed the gap. The gap surfaces in production six months later, quietly, in a way that no one attributes to the title problem.
