I used to question the decisions of engineering leadership (in a small company of 50). When I was promoted to engineering leadership, I found myself making the

I used to question the decisions of engineering leadership (in a small company of 50). When I was promoted to engineering leadership, I found myself making the same decisions that I had complained about. You have entered a world of which you have no experience. You are simply not qualified to evaluate the performance or methods of the people around you. You can take this as a learning opportunity, or you can run screaming back to the world of startups. Both are utterly valid and rational decisions. I did startups for thirty years, and now I'm in an enterprise. Part of me wants to run screaming every day, and then there's the part that gets shit done in an insanely complex environment. If you stay, I recommend that you are the one that bends. Change your deployment system to work with their framework, not the other way around. Be pragmatic. If you leave, do so quickly. Either way, make a choice and act. Now, if you stay, you may learn that, in fact, yes, the managers at this company are byzantine managers [1], or you may learn that this is an effective organization. If the former, get out. I always chose the startup option until recently, and while my stock was never worth anything, I'd do the same if I was young again. Do so knowingly. [1] https://twitter.com/ncweaver/status/1473084555976273924 https://twitter.com/ncweaver/status/1473084555976273924