I'm part of what used to be called "Connected Vehicle Cloud," but the name changes regularly. We work on services deployed in Google Cloud Platform, which broker messages between in-service vehicles and the FordPass mobile app. The domain is exciting, and there's a ton of room for learning.
Lots of good tooling has been built to help kickstart development. Many options for tech stack, at least on the cloud front. Benefits are among the best I've ever seen:
If you get a good boss who understands your level of contribution, you're golden.
Management structure is opaque and not well understood by the higher-ups.
Your team will have a supervisor (a.k.a. People Leader), but you really work for the PM on your team.
Your "People Leader" will likely be stretched far too thin to make any real impact on your day-to-day, and they will most likely be unable to provide you any feedback on what you should be focusing/improving on.
The team's PM is god – and depending on the PM, your life can be heaven, or it can be hell.
Most individuals in management (both supervisors and PMs) have not built software in years.
On the technical front, there is no real design/architecture role.
As a result, there are a myriad of conflicting opinions on how applications and systems should be built.
There is no common understanding of what quality software development looks like.
Do not be surprised by the lack of automation in testing, devops, static analysis, performance testing, SRE, etc.
There are many options hosted by Ford to accomplish these kinds of things, but very few teams pursue them with any level of effectiveness.
Culturally speaking, at least within the department I'm part of, Engineering is seen as a means to an end, and there is a heavy bias toward "getting things done" vs. "getting things done RIGHT."
This has resulted in an absolutely overwhelming amount of technical debt, which will likely never be paid off.
Outsource software development completely, and lay off your engineers. It will be cheaper, and the quality will be the same.
Short and Simple Process 1) Initial phone screen by recruiter (after application) - Mostly about what you do, experience on your resume, and relevant questions to the field or role applied. 2) Manager reviews the profile. 3) Final team interview (vi
Easy interview. Mainly behavioral questions. One interview session. Three people in the room. Happened over Microsoft Teams. Interview was about 30 minutes long. Everyone in the room was either a direct supervisor that you will work under or a d
Interviewed for the Quality team. Technical exam first, followed by a technical interview. The final interview was a meeting with the manager. It was horrible because the division seems to be under intense stress due to lots of warranty claims.
Short and Simple Process 1) Initial phone screen by recruiter (after application) - Mostly about what you do, experience on your resume, and relevant questions to the field or role applied. 2) Manager reviews the profile. 3) Final team interview (vi
Easy interview. Mainly behavioral questions. One interview session. Three people in the room. Happened over Microsoft Teams. Interview was about 30 minutes long. Everyone in the room was either a direct supervisor that you will work under or a d
Interviewed for the Quality team. Technical exam first, followed by a technical interview. The final interview was a meeting with the manager. It was horrible because the division seems to be under intense stress due to lots of warranty claims.