Goldman Sachs

Challenging work. Great ambition and expectations in results.

This dysfunctional department, during my tenure, went through two upper management changes. While the direct manager was trying to give good advice within their own transparency of upper management, the upper managers were not engineering-centric while managing technology projects. The results seemed a reflection of disorganized upper management and a lack of technical aim and direction. Therefore, it would not be realistic to push one's software engineering career under a team of 'project managers' without enough technical background or vision to lead the teams, thus losing staff and stalling careers.

Identity and replace the middle to upper management with competent technologists to run tech departments.