Amazon Engineering Program Manager II reviews

Promotions are increasingly difficult to obtain and often driven by internal politics rather than performance. Employees are judged heavily by level or title rather than capability or contribution. Growing sentiment that employees are easily replaceable—whether by AI or through offshoring to lower-cost regions. Leadership, including Jassy, appears focused on accelerating AI adoption to cut headcount rather than enhance efficiency. “Customer obsession” has shifted to profit obsession—support teams are being reduced, skilled employees cut, and critical enablement content left unfinished. Minimal training and onboarding; new hires face a sink-or-swim environment with little guidance or mentorship. Continuous loss of experienced employees has created major gaps in “tribal knowledge” and institutional understanding. Increased expectations placed on remaining employees to cover for laid-off colleagues, leading to reduced work-life balance and an “always on” culture—even during vacations. High reliance on stock-based compensation rather than base pay, enabling pay reductions through declining stock values. Ongoing reduction in employee benefits—parking fees reinstated post-RTO, lower coverage, fewer events, and an overall decline in employee care.

Lack of promo path and base is low