That is a solid response. I’d add some of the obvious. At a startup people are spending more team creating, taking advantage of technical advantages and asymme

That is a solid response. I’d add some of the obvious. At a startup people are spending more team creating, taking advantage of technical advantages and asymmetrical opportunities, taking ownership and getting things done. More likely to work directly with a higher ratio of people that are innovative, outstanding problem solvers or seem smarter than you in one or more areas. Learning everyday on the job, but also “putting the chairs away” everyday. Can be painful if some essential role, say marketing or sales, is not sufficiently covered by the band and thinking from those specialties influencing the offering. Software creation does not currently scale well, so overhead exponentially increases, specifically middle management and project management. The Peter Principle comes to mind: “an observation that the tendency in most organizational hierarchies, such as that of a corporation, is for every employee to rise in the hierarchy through promotion until they reach the levels of their respective incompetence.“ You have products and systems and real customers, so a lot of time becomes spent on negotiation and compromise. With less ownership or more specialized ownership often comes less stress. At larger companies more likely to be able to achieve work/life balance, but will also encounter political manipulators. At larger orgs more likely to have mentors and educational opportunities, but may also include cargo cults. With rich sources of data and systems at scale more opportunity to explore your theories as your leisure (as long as you can get access). More likely to have a crippled “secured” laptop where you can’t install or even security update software until it is IT approved. Large organization means more likely to find communities that match your interests — as long as the interest isn’t entrepreneurial ;)