Dell

• Pay is very competitive for the geography.
• There can be great work-life balance.
• PTO is very good.
• Work can be interesting for some, and for others not so much.

Poor training of managers, sometimes no training for a long time.

Career development at this location is non-existent.

Trying to retain a loose startup culture for what needs to be a mature organization. This can lead to poor process, unreasonable process aversion, poor communication, and scalability issues within the organization.

For some, work-life balance can be very poor.

Interesting work can be hard to find for some. The product is becoming legacy (scale-up storage) in a fast-changing storage industry. The company seems to be more interested in partnering with other technology companies to create products in fast-growing areas (converged/hyper-converged infrastructure, e.g., Nutanix and VMware EVO, at over 150% y/y in the last year) by taking Dell servers, adding software from these partners, and wrapping it in Dell service. Thus, intellectual property creation is diminished, and the company becomes dependent upon partners and can lose employees who want to work on products that contain internally created IP.

Increase accountability of the organization. Adhere to a development process that provides feedback from management much earlier and more consistently. Put quality into the product earlier in the development cycle. Provide training for new managers early in their tenure as managers.