The Unspoken Struggle: Why Asking for a Demotion at Meta Proved More Complex Than a Promotion

While countless career guides detail strategies for climbing the corporate ladder, few address the delicate, often stigmatized process of stepping down. For Igor Tsvetkov, a seasoned software engineer with stints at Google and Cruise, his year-long tenure as a senior staff engineer at Meta became a lesson in the difficulties of requesting a demotion in a high-pressure tech environment.

In a detailed LinkedIn post and subsequent podcast appearance, Tsvetkov described a misalignment with Meta's culture and expectations. "Joining as a remote senior hire meant starting from zero," he explained, noting the critical need for deep institutional knowledge and pre-established credibility that he lacked. The slow ramp-up period, during which he felt he knew less than neighboring interns, generated significant stress as he was measured against tenured peers in a system known for weeding out low performers.

Tsvetkov estimated that, after over a year, he was performing at the level of an E6 engineer—not the E7 role he was hired for. More importantly, he realized the senior role distanced him from the hands-on coding and debugging work he cherished. His solution? A formal request to drop a level. However, he found Meta's HR structures ill-equipped for such a lateral-downward move on the same team, citing locked-in stock grants and compensation as major barriers. His request was denied.

This experience highlights a broader, seldom-discussed rigidity in career pathing at senior levels across Big Tech. While companies often have processes for executives moving to individual contributor roles, a single-step demotion within a team remains a bureaucratic and cultural challenge. Meta did not respond to requests for comment on its internal policies.

Ultimately, a persistent Google recruiter provided an exit. Tsvetkov, who spent 14 years at Google prior to Meta, returned to his "comfort zone," underscoring how cultural fit and defined role expectations can trump title and prestige.

Michael Rodriguez, Tech HR Consultant: "Tsvetkov's case isn't unique. Many companies design promotion tracks but lack graceful 'down-ramps.' This creates retention issues—losing good people who simply want different challenges, not more responsibility."

Sarah Chen, Senior Engineer at a Fintech Startup: "His honesty is refreshing. We glorify 'up or out,' but sustainable careers need flexibility. Sometimes a step back is the best move for well-being and long-term contribution."

David Park, Former Meta Engineering Manager (pseudonym): "This reeks of poor onboarding and management failure. If someone is struggling, the system should support adjustment, not force them out. Meta's 'one-size-fits-all' performance culture burns out real talent."

Lisa Hammond, Career Coach: "It's a brave move to prioritize role fit over status. Companies should view internal mobility—in all directions—as a strength, not a weakness."