Pros: Every day, the milestones that the company achieves blow my own mind. I find myself shocked at the company's progress every day.

Cons: There is minimal room for personal growth.

Pros: The engineers are humble and brilliant. Everyone is scrappy. The ego-to-skill ratio is <1 across the board. Teams are extremely fast moving. The company is extremely good at shipping V1 products and spiral designing the best solutions to actual customer needs with real world learnings. It's a rocket ship. Zipline is a place where you will viscerally feel the impact of your work. You can't help it. There are very few places where "impact" is measured in terms of direct quality of life improvement of your customers. Health outcomes literally equating to the number of children vaccinated, number of mothers saved from postpartum hemorrhaging, elimination of waste in medical systems, number of COVID-19 tests processed... It feels cliche this but it's true, the work Zipline does every day saves lives. Zipline is definitely not perfect - and going through many growing pains. But leadership has been reacting quickly, and is continuously course correcting while listening to employees.

Cons: The work Zipline has cut out for it is only getting harder. This is the kind of problem that excellent engineers salivate over. Hard, fun problems that have very real world consequences (both positive and negative). But this comes with large amounts of pressure to make this happen. Scaling technologies that have a hardware component in the field like this is extremely difficult. Zipline is not in the SaaS business - which comes with a large number of very real challenges, but also has powerful ramifications for operating at multi-national scale. Zipline is also in direct competition with some of the best funded companies in the world in the race to perfect instantaneous logistics.

Pros: - Cutting-edge technology and meaningful mission in healthcare logistics - Opportunity to work on complex engineering problems across multiple domains

Cons: I watched the engineering culture deteriorate significantly. Senior leadership became increasingly disconnected from the day-to-day realities of the engineering organization. The influx of management from Tesla brought a shift from collaborative problem-solving to a culture where people deflect blame rather than take ownership. The company doesn't compensate based on merit unless you're adept at self-promotion and political maneuvering. Technical achievements across multiple domains went uncelebrated, while fire-fighting was consistently rewarded over preventative engineering that would eliminate crises altogether. Many managers appeared to advance through personal relationships rather than demonstrated competence or leadership ability. Credit for engineering work routinely flowed upward to managers while the actual contributors remained invisible. The unlimited PTO policy sounds attractive but is effectively limited in practice, creating ambiguity and discouraging people from actually taking time off.