> ...their skills get redistributed to the wider market so more companies can ship decent products and innovate... There is a larger technical culture and corp

> ...their skills get redistributed to the wider market so more companies can ship decent products and innovate... There is a larger technical culture and corporate political element with a strong undercurrent of budgets that has more to do with "products and innovate" at these non-BigTech companies, than someone from leading edge BigTech might be used to. BigTech companies also have such characteristics in most teams, but those leading edge teams due to incentives get all the public relations press internally and even externally. Many of my non-BigTech clients have some full time staff who are plenty proficient in technical matters to seek BigTech employment. However, the rank and file staff of developers are almost invariably majority outsourced H1B's for budgetary reasons. This sets up a perverse incentive. No matter how much the developers might agree with the advanced concepts promulgated by the full time staff developers, at the end of the day their outsourcing companies' contract renewals rely upon how many tasks assigned to them get "done" on time. And the project managers / scrum masters / etc. all the way up to and including middle management do not act upon the full-timers' advice (pretty basic, like build security and SRE in from the beginning) and encode it into the definition of "done" because they don't directly benefit from doing so. There are ways to fix this situation, but they don't directly involve fancy tech or tech stacks.