Bank of America

If you're working in their Python platform called Quartz, you'll generally be pretty satisfied. The Quartz Core team are generally good people who are open to input.

You can expect to see senior management change as much as twice a year. Although once every couple of years is typical.

Regardless, your manager's manager is rarely around long enough for their plans to really get to an end result. "Work in progress is the silent killer" is the appropriate tech quotable here.

Also, the solution to having five thousand ticking systems is not another ticketing system!

Pick one, make everyone use it.

• EMEA non-prod changes go in one ticketing system, EMEA prod in another.
• AMRS non-prod goes into the same one as EMEA's prod, AMRS prod goes into something else.
• Need a new laptop? That's an entirely separate ticketing system.
• Need to access NAS or SAN from a workstation? That's yet another ticketing system.
• Need the same NAS or SAN from a QA server? Yup. Different ticketing system.
• Firewall request? Yet another ticketing system and one that requires you to pass training. You better not forget to open the second ticket that works in parallel with the firewall ticket, or otherwise you'll have that ticket canceled and you get to wait another three weeks while you wait to be told what's wrong with your new tickets.

I could go on.

Simplify ticketing: To put it politely, what exists now is a hot mess. Additionally, many ticketing systems ask questions that are leaky abstractions. The ticketing system around firewall requests is the perfect example of this. I shouldn't need to know all the technical details of firewall rules just so I can have hosts A, B, and C talk to IPs 1, 2 and 3 over port 8888. That should be exactly the right amount of information for the firewall team to handle the details.

Employee satisfaction, employee satisfaction, employee satisfaction. Why do you think you guys go through so much senior management, BofA? Your managers are unhappy, and that attitude trickles down to the employees. Stop worrying about the bottom dollar and START worrying about the bottom rung. When everyone on the ladder is happy, they'll put in the extra effort to make rain buckets of cash.