Intel

• Challenging engineering opportunities.
• Great work/life balance.
• Good peers to work with.

Management lacks courage, perhaps because the company culture is that way.

They always seem to prefer external vendor tools than building in-house ones.

Some teams have too many people with too few challenging opportunities.

Top secret (especially in LTD/TMG) nature leads to a very insular outlook in terms of adopting innovation that is commonplace, instead preferring either vendor solutions under NDA or re-inventing the wheel internally, which leads to a lack of faith in internal tools.

Speed up adopting novel technologies, especially ML tools that are widely available today. Work to develop internal tools with outside input.

Separate out the management track versus technical development tracks. If you mix these and only promote people in the management track with both management and technical track titles, it does not feel like "the geek is back" at Intel (Pat Gelsinger's refrain).