Autodesk

My opinion is that the salary and benefits are solid, and the remote work setup is cushy compared to many industries. If you are comfortable playing corporate politics, kissing up, or disappearing into the background, you can coast in relative comfort. If you are a master manipulator who focuses on everything except the actual job at hand, this place offers unrivaled opportunity.

This company has a serious disconnect between its culture and the realities of the construction industry. The focus is on theory over practicality, optics over substance.

Decades of PM experience carry less weight than a few years of PE experience, and the culture rewards echo chamber behavior. Challenge the narrative with good intent and professionalism, and you will be penalized.

Career growth is tied more to fitting a corporate mold than delivering results. Sales and flashy new logos are prioritized at the expense of sustainable implementation. Feedback from employees or customers is often dismissed with condescension, making authentic conversations nearly impossible.

The environment is highly factional, especially with all the acquisitions. People proudly identify with the acquisition they came from, and middle managers protect their own groups rather than work toward a bigger vision.

Many of these managers lack any real understanding of the broader platform, and eliminating half of them would probably improve performance by cutting wasted time and resources.

One-on-ones are routinely weaponized. Favorites dominate the narrative, and management will spend months cultivating that version of events without ever putting all parties on a call. In most cases, fabricated drama would have been snuffed out immediately with direct conversation, but middle management seemed incapable of managing conflict productively.

Not only would they fail to manage conflict appropriately, but on multiple occasions I was asked to overstep my role and act as a mediator between third parties in completely different organizations because my manager lacked the courage to handle it himself. This was not an isolated issue; many colleagues witnessed the same pattern from other managers.

Remote work amplified the problem. In an in-person office setting, most of the drama I watched unfold would never have happened.

The company also leans heavily toward design backgrounds, treating architecture and construction as if they are interchangeable. AE’s and TSE’s are expected to be “dangerous enough” in every piece of software, which is like asking a brain surgeon to cover for a podiatrist because “they’re both doctors.”

Customer conversations are repetitive and shallow, since every year a new sales team shows up with the same playbook and a couple of new logos. The real focus is on bundling as much software as possible and locking customers into “sticky” renewals, whether or not they actually need it.

Policies do not apply equally to everyone. The only people who thrive are those who disappear into a cushy WFH salary or engage in constant flattery. Those who put their heads down, work hard, and hit goals often end up targeted. It creates a toxic environment where politics matters far more than performance.

Bottom line This was the worst job for mental health I have ever had. Even construction jobs with no HR and rough culture were healthier because at least they were honest. Here, the company pretends to be something it is not, and if you do not feel like a fraud within a year, you probably are one.

Disclaimer The above reflects my personal opinions and experiences only. Others may have different perspectives, but this is how I experienced the culture and management during my time there.

Stop rewarding optics and echo chamber behavior over practical results. Value and hire real industry expertise instead of dismissing it in favor of a few years of polished presentation skills. Focus less on flashy new sales logos and more on sustainable adoption and customer success.

Break down the silos created by endless acquisitions. Middle management should be held accountable for collaboration and understanding the broader platform, not just protecting their own factions. Reduce redundant layers of management that add no value and redirect that energy toward empowering employees who actually deliver.

End the weaponization of one-on-ones. Get all parties on a call when conflict arises instead of letting favorites dominate the narrative. Train managers on how to manage remote teams effectively and hold them accountable for conflict resolution instead of outsourcing it to employees with no authority. Most of the drama that festers remotely would never happen in an in-person office with direct communication.

Recognize that architecture and construction are not interchangeable. Stop expecting technical staff to be “dangerous enough” across every tool, which only dilutes expertise and frustrates customers. Let technical people focus on being trusted advisors and true advocates for customers instead of forcing them into sales roles. Genuinely caring about customers and investing in advocacy will lead to happier, long-term relationships that pay off decades down the road.

Finally, the current culture prioritizes politics over performance. After leaving, I came to understand that the company’s internal reputation is far better than its external one, and much of the industry is laughing at the disconnect. These practices are not only tarnishing the brand but also the reputation of its people long after they leave.