Grab

• Great salary (relative to other competitors in the region).
• Excellent culture in engineering where everyone is trying to help each other, despite the very monolithic organizational structure and bloated processes.
• Number of users is HUGE, which means you get to solve interesting engineering problems here (mostly related to scalability and squeezing that last CPU out of your services).

Too many teams, too many managers, and too many processes, which leads to a slow development & release cycle. Launching a small feature, such as introducing a simple field, would take 2 months at minimum due to the amount of sign-offs required between all parties.

Very monolithic. Most engineering orgs are separated into 3 core functions: QA, eng, and product. They only work with each other when there is a project, and as a result, getting each other's time to work on non-project-related work is extremely difficult.

Top-down mandates are handed out once in a while, and low-level engineers and non-department heads are NOT consulted or informed beforehand. Expect a "wtf pikachu" moment every year or so. These mandates should not even be "confidential" per se (like the change to Grab's working arrangement globally).

The HR (POPs) function isn't that great, as they tend to not want to add additional work for themselves, and they're not proactive by any means. They'll only help you if it's in their SOP to do so (or bumps up their KPIs); otherwise, expect standard refusals for your tiny requests with a limited amount of detail provided.

Break down your products and your teams.

Be hyperlocal not only to your customers, but to your team as well.

Trust your team to define their work routine.