Intuit

As a company, they have excellent benefits for employees, with plenty of training to gain the knowledge.

Managers are not approachable. You are not expected to ping other team managers for guidance or suggestions, even though they are in the same unit. All communication should happen either employee-to-employee or manager-to-manager. You are expected to take help from your own teammates for not more than 15 minutes. Ideal expectations are not to seek help. But they proudly say to feel free to reach out for any help in meetings. There is no encouragement for open conversations. People-centricity is lacking. You will not get support if you are off-track or low-performing; you have to be an extraordinary individual and independent. People will please you by truly being centric. Integrity lacks with team leads and management. Promotion requires review from other team folks. If you are not assigned high-visibility work, you are doomed. Principal engineers are not open; they expect the team to blindly follow them technically and personally. If they don’t take time off for bank work, and you do, then you are looked at as a specimen if you opt for leave.

Building an ethic of helping each other in the team should be encouraged. Training the principal engineer with management skills. Training the communication skills of principal engineers on framing technical discussions without insulting individuals and cultivating a mindset of helping employees to grow rather than judging capabilities and disrespecting.