Amazon

I've had great management throughout my career here.

I feel that my management does a good job at setting me up to get promoted (nothing yet, though, but it looks promising), as well as being supported when I've had problems to work around (both personal and professional).

I've had my opinions respected and been given the option of what projects I want to work on.

It's been a continual process of learning new skills and technologies, as well as learning more about effective writing and personal skills.

I don't feel overworked, and my management has never told me that they feel I need to work more.

There are a lot of opportunities to grow and learn new things.

If you get tired of your team or your job and you want to try something else, cross-team transfers happen reasonably often, and I've seen co-workers try out the management track and succeed, or decide it's not for them and move back to tech.

Despite being a larger company, there is a lot less bureaucracy than you would expect. You need a small number of machines to test something; typically, approval is automatic (as you need more, bureaucracy creeps back in with budgets and hardware planning).

Promotions are progressively becoming a showcase of skills/abilities to get to the next level, as opposed to a more "get x people to vouch for you" process, at least at the lower levels, which makes it fairly clear on what you need to work on to get promoted.

There is always a new, shiny thing being rolled out to make service development better (faster, cheaper, more operationally stable), but it also takes time to ramp up on it.

Constant learning is occasionally stressful.

You are surrounded by very competent, smart people. If you focus too much on judging yourself against them, instead of just focusing on how you can learn and grow, it's easy to feel inadequate.

It's easy to feel like you can't take a break to watch some internal educational videos and learn new things. But you just have to consciously make time for such things.

Now that I've been here long enough, my vests aren't granted as far into the future. So even if the stock keeps on growing, I'm not going to earn as much from the vests unless I hold onto them.

The OP1/OP2 planning process has meant in the past that if you want to get something done that's non-trivial and it's not on a team's roadmap, unless you can justify that it's more important than what they are doing, it can take a while (next planning cycle + when planned in that cycle).

So much of internal tech is using AWS that if I ever left Amazon, I'd probably be best suited to be an AWS consultant.

I would suggest encouraging employees to take advantage of the internal learning opportunities.