Amazon

The environment is dynamic. The people you will work with are, for the most part, very intelligent (not always with the best intentions for the company, sometimes personal).

You can connect with people from all over the world, influence other teams, and you learn a lot about not only scale and technical quality, but about technical document writing.

The salary is good (not the best among big techs), but the return to office was forced.

There is an ego and scope battle between teams worldwide. People, especially in technology, focus on building "power castles" to maintain scope and team growth, but it's not always best for the client or the company, as company culture preaches. Many teams around the world are building duplicated things or even more, which creates confusion. Teams operating in different locations build similar products. Directors (L8) are very high-level and do not do the necessary "dive deep" to understand endemic problems in their organizations. The same can be said for Sr. Managers, who do not appropriately escalate problems in their organizations because they know they will often not have support from leaders above. There is a strong bias between nationalities. Global teams tend to build organizations predominantly with people from their respective countries (yes, this happens) and mutually protect each other in performance reviews. Depending on your organization, your peers might burn you with your leadership or other people simply because they want to increase influence or climb the organization. Not all teams and organizations are the same, but keep this in mind.

Olhem com cuidado para pessoas com muito tempo de casa. Olhem com cuidado para times que evaporam muito rapidamente após reorganizações.