The New York Times

Being in this building and walking through the newsroom just makes you feel like you are a part of something special. The history and the mission are meaningful, and it makes the job feel like it matters. Everyone is very motivated by this.

Even as a software engineer, the amount of meetings you will have to go to is intense. It is sometimes hard to find any time to code. Sometimes you will have meetings on top of meetings. You will have to block off random chunks of time on your schedule so that you can code, but meetings will get booked into them regardless.

Other cons are completely team dependent. But generally, if you are on a consumer-facing news product team as an engineer, it may be tough. You will be surrounded by competitive, Type A coworkers. Priorities are strange, and engineers have no voice in the product. Product managers and designers run everything with a tight grip and no flexibility. All your deliverables exist to make them look good, and they will ask for unnecessary things constantly. You will be micromanaged to death, and the politics of interacting with the product team will slowly wear you down. Relations between product and engineering are tense for this reason. Upper management seems to have no interest in remedying this, and engineers leave constantly because of it.

Empower engineers to have a voice in roadmaps, technical priorities, and technical decisions about their own codebase. Reign in the product team's stronghold and create an equal power dynamic, because the current structure of power and the development lifecycle is slowing engineers down.