Zipline

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

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.