There were a few things that led to my decision to leave, though a major factor was the desire to do something different altogether. With a shift to virtual work comes a gradual micromanagement creep. This became overwhelming at times. While I felt as though I kept things up well (as did my manager peers), the building undercurrent of micromanagement felt like misplaced distrust. With micromanagement comes bottlenecking, and this was happening, also. As more people joined the ranks of upper level management, eager to prove themselves, there were more and more obstacles and people asserting themselves. It seemed totally unnecessary and a hindrance to getting the job done. I also witnessed the “Peter Principle” play out several times - newly-promoted managers who seemed to be rewarded simply for being there a long time, consistency, personality, outgoing nature. Once promoted, these people seemed to crash and burn, elevated past their level of competence. There were talented managers who truly deserved promotions, but there were many who didn’t. I believe this is a symptom of being a “young” company (not in terms of longevity or age, but experience). Many newer managers are quite inexperienced, and while new managers bring fresh energy, they also bring immaturity (and social shenanigans, if I can be blunt).