For context, this is happening in the backyard of the University of Minnesota—one of the country's top public research universities with a nationally ranked computer science program (#35 for graduate CS in the U.S. News graduate rankings). The department is well known for AI, robotics, machine learning, and data science, and Minnesota is home to 16 Fortune 500 companies, including this one.
Yet many employees are seeing a hiring priority that feels like this:
- Offshore contractor
- Offshore full-time employee
- Onshore contractor
- Only then, if absolutely necessary, an onshore full-time employee.
Mind you, this exact hiring priority was communicated to me directly. I honestly just sat there for a second because I couldn't believe what I was hearing. The message was essentially, "Get in line."
The person explaining this to me said he had come to the U.S. on an H-1B visa and remarked that his entire team consisted of contractors from India. In my view, he seemed genuinely pleased describing how the hiring process worked. That conversation reinforced my impression that the company's hiring priorities are heavily tilted toward offshore staffing before seriously considering U.S.-based full-time hires.
Whether that's driven by cost, global staffing strategy, or something else, it's frustrating to see when there's a strong pipeline of American graduates and experienced engineers right here in Minnesota. We have one of the nation's top public research universities producing highly qualified talent, yet it often feels like that talent is an afterthought.
At some point, we have to ask: do we actually want the United States to remain competitive, or are we comfortable letting our technological edge erode while countries like China continue investing heavily in engineering, AI, and STEM?
To make matters worse, I know an exceptionally talented onshore engineer who has barely been assigned any meaningful work for nearly two months. Meanwhile, I've watched offshore teams spend weeks trying to solve a problem, only for him to join a call and resolve it within minutes.
Obviously, that's one anecdote rather than proof of a broader trend, but it's hard not to question whether the company is making the best use of the engineering talent it already has.
We can make this company an incredible amount of money if leadership is willing to recognize and use the talent that's already here. I completely understand that the goal of any business is to generate profit—that's not what I'm criticizing.
My point is simple: let us help you do exactly that. Put capable engineers in positions where they can solve difficult problems, build products customers love, and create value instead of leaving that talent on the sidelines. And stop getting rid of the product managers who ran disciplined teams, removed roadblocks, and empowered high-performing engineers to do what they do best. Those teams were delivering results.