So this honestly isn't a reason to leave a company, if so you'll never stay anywhere very long. But I do understand and can respect the frustration. Although

So this honestly isn't a reason to leave a company, if so you'll never stay anywhere very long. But I do understand and can respect the frustration. Although I am a little confused on your comment, as you say, "...we are slowly trying to move our GitLab CI pipeline from shell executors to docker executors...", so if it is already happening just not fast enough for you that is a different issue than it not happening at all. But let's assume your lead sees no advantage to the move so it isn't happening at all. This is just another perspective that you should consider. While you feel this change is needed and important now, he is likely weighing schedule risk, retraining and costs of implementing this change across the organization. And the costs go up considerably as you increase the size of the team, adding 50 people in the past 90 days alone is a herculean undertaking. So likely, he isn't seeing the value of the docker executors given the costs and risks to the schedule and product cycle today. That does NOT mean you are wrong, he just doesn't see it, yet. You can, of course, use the same argument why moving to a more productive environment is important, e.g. a growing team needs to be as efficient as possible to not waste dollars. But you have to understand that as a leader he is likely comfortable with this part of the system right now (e.g. it works overall) because it does work, even if not perfectly efficient, plus he's probably worrying about 10 other things that are in the pipeline. So essentially you are coming to him and saying, hey this thing that works, we should change it. So he doesn't understand the need for this type of change without more context and a solid value prop. You may want to ask some other devs that have been there awhile to see what they think, do NOT ask new hires. Get feedback from them to see if you are on the right track on something that is important, don't do it with the intent to "gang up on" anyone or to undermine your lead, but to get data points so you can make a solid case. For context I am a CTO of a funded startup, and if my team wants to change something that is working (even if less than ideally working), they better come to me with a well thought out case because we have a ton of stuff to deliver on. But if it is well thought out and has merit they will get heard and maybe asked to show a POC so we can weigh options. However, if someone just walks up and says we should do this cause it is better, my default answer will be no, until it is shown to solve pain we (or our clients) are having now or can solve an issue we will be facing in the near term future. Because while I care about keeping technical debt under control, I care more about the business making it to the next level. There is a fine balance here though, and I recognize it isn't always ideal.