Blackstone CTO: Entry-Level Engineers More Talented But Lack Mentor...

Blackstone Chief Technology Officer John Stecher has shared his perspective on the evolving state of entry-level software engineering. He argues that while today's graduates are significantly more talented than previous generations, they face a unique hurdle: a lack of accessible mentorship.

Stecher, a graduate of the University of Wisconsin-Madison class of 2001, contrasts the current environment with his own early career. He notes that the field has transitioned from a niche pursuit to a mainstream career path, resulting in a surge of talent but a decline in opportunities for junior engineers to gain ownership of code.

When John Stecher graduated with a computer science degree in 2001, the industry was vastly different. He describes the profession as having a reputation for being an "ultra-nerdy" career path suitable only for "super introverted people." Learning to code required significant self-study, often involving physical textbooks.

Today, the accessibility of information has changed how engineers learn. Stecher notes that instead of "busting out books," modern engineers simply "Google it, or you can ask Claude how to do it." This ease of access has contributed to the field's popularity.

The growth in computer science majors is quantifiable. Stecher points out that at the University of Wisconsin-Madison, enrollment in computer science grew from approximately 260 students in 2001 to roughly 2,500 in fall 2025. This mirrors national trends; data from the National Center for Education Statistics indicates a 115% increase in computer and information science bachelor's degrees conferred between 2001 and 2022.

Despite the crowded job market, Stecher asserts that the quality of entry-level engineers is higher than ever. He describes the early-career engineers he works with as possessing "insane skill sets." He admits that he is "blown away every year" by the capabilities of new hires.

Stecher compared his own 2001 skill level to today's graduates, stating, "There is no way in hell I would have gotten a job. When I look at the skills that some of these people today have, it's completely different than who I was."

However, this high level of technical proficiency exists alongside a shrinking job market. Because the major is now significantly more mainstream, competition for entry-level positions has intensified.

While core technical requirements remain similar, Stecher argues that the method for gaining experience has changed. He identifies a lack of "mentorship and apprenticeship" programs as a critical issue. In the past, companies assigned new hires tasks like writing functional tests, which forced them to understand and own specific components of a larger system.

The rise of AI tooling has automated many of these foundational tasks. Stecher notes that "a lot of the AI tooling can do that for you," removing the traditional entry points for junior developers to interact with codebases.

This automation creates a gap in practical knowledge. Without the need for manual testing or basic coding, new engineers lose the opportunity to build a deep understanding of system architecture through trial and error.

To combat the erosion of hands-on learning, Blackstone has implemented a specific strategy. Stecher revealed that the firm uses a "buddy system" that pairs entry-level engineers with more experienced colleagues.

The goal of this system is twofold. First, it provides the mentorship that is otherwise missing from the automated workflow. Second, it teaches a crucial new skill: verifying AI output. As tools take on more coding work, engineers must learn to break down logical problems and question results when tools provide incorrect answers.

Stecher emphasizes that the buddy system helps junior engineers learn "when AI is getting it right and when it isn't." He concludes that this ability to critically evaluate automated tools is a "very important skill set that people need to pick up and work with."