Autodesk is 40 years old and going through a mid-life transformation. Every infrastructure system is in transformation; products are at various stages of their transition to Cloud enablement, and the drive to be a platform company is ( finally ) real this time. Entry-level positions do a lot of transaction volume and there's some question about whether compensation is competitive. Mid-level positions work relentlessly - that's driven both by the internal pace of change as well as business growth - be prepared. There are politics at play in Director-level and above; and it's an internal joke that 'nothing is guaranteed but death, taxes and Autodesk re-organizations'. the Alphabet soup of Org acronyms coupled with the reorganization of the quarter makes it tough to know who does what. As Autodesk has grown it has become more corporate, and it's easy to play "Buzzword Bingo" with the Org announcements and scope changes. Product divisions don't understand the infrastructure that runs the company, and are the worst communicators I've ever seen in terms of sharing their product plans with the upstream and downstream groups who will bear the workload of their decisions. The customer experience is complex, and end customers frequently become frustrated but the experience of simply accessing and managing their software investments. The company has a habit of doing 3X yearly employee surveys but does not always honestly assess what employees are telling them, and it feels like Autodesk will put more effort into 'spinning' the survey results than addressing the raised issues. H.R. support is weak after a recently departed H.R. V.P. gutted the department and tried to turn it into a ticket-driven, self service support function and I doubt those folks have time to breathe. Still, every company has challenges and Autodesk's heart is in the right place. We're on a journey to be better, and that's made tougher by the span and rate of change, as well as the rapid growth of recent years - but things are trending up.