Pros: Great benefits, culture, and work environment.

Cons: Lower base salary and flexibility

Pros: The environment is good. There is a lot of learning while working.

Cons: Workload is more sometimes.

Pros: 1. Plethora of upskilling opportunities and the ability to differentiate quickly. 2. Self-motivated culture, adaptive work/life balance. 3. Many internal openings, trainings, and benefits; a great place to begin a career. 4. The business centers around deploying at a nationwide scale, which provides great project management experience for entry-to-senior level transitions. 5. Polarizing dividends yield a culture that is great for stability, family planning, etc. R&D is present, though extremely coordinated and top-heavy. 6. Career progression is highly dependent on your management. You will have the best experience if your aim is administrative, financial, or project management. The majority of technical professionals queue after years 4-7. High-potential prospective managers are often trialed internally or granted IC promotions while performing managerial responsibilities. This opens doors if management is your aspiration and a life accommodation arises. 8. While there are structural problems, the majority of management wants you to be successful and fulfilled. Approaching leaders with this frame will lead you to be heard, even if action isn't always taken where it should be. 9. Great employee phone program with add-in perks for partnered subscription services. 10. Best-in-class at build, which is valuable professional experience. Every department in the company is optimized to support this revenue model.

Cons: 1. The IC ladder is a constant work-in-progress due to over-titling created by the merger of many corporate acquisitions over the years. 2. Legacy Bell roles remain but are gated behind stack-rank rules designed in 1980 for long tenure employment, which drops morale, causes career stagnation, and creates consistent talent churn as senior ICs "wait their turn" in a sponsorship queue. 3. Multiple management roles exist within every band, generally 1-2 IC roles above band 7. Frequent in-band role changes do not translate across the industry. 4. Due to headcount and excessive ladder rungs, titles are highly organizationally dependent. The criterion for the same role is largely dependent on your skip-level and will change frequently as restructuring occurs. 5. There are minimal employee safeguards in performance reviews. If a restructuring creates a management battle above your head, your contributions can quickly disappear within the politics. It's essential to keep your own record and create opportunities on your timescale, not the company's. 6. Business transformation initiatives create a legacy of "dead end" roles which either lack executive sponsorship or were never consolidated post delivery. Orgs survive beyond their tenure on mythical "phase 2". These roles can be launchpads into headquarters roles (planning, PMO, finance, etc.) but decay beyond a 1-2 year tenure. 7. "Standards" teams can form from initiatives which have exhausted funding or sponsorship, generally creating office politics and early/mid-career traps. Avoid these roles if you value meritocracy or your sanity. 8. "Quiet Trimming". Senior management tends to use the org chart to sunset initiatives versus collapsing these groups. This is evident in the flow of resources but never directly acknowledged due to optics. 9. Due to sheer enterprise scale, you will be vortexed into turf wars you didn't start. You will need sponsors across business units to lean on in these moments; leverage is the best defense. 10. The opportunity to build deep technical skills is increasingly rare, and the internal growth plan often pits deeply technical and managerial employees against one another for the same positions. Bias exists towards management due to the operational business model.