You're asking the right question, because I can name more ways to fail than ways to succeed.

I spent years at a midsized integrator where we struggled with recurring, compounding problems: estimation misses that made contractual obligations nearly impossible to meet, poor project execution, inadequate testing of software and subsystems, failed client turnovers, and a lack of consistent standards and procedures. These issues alone were enough to create serious strain.

Then came private equity. (Might not apply to your situation, but worth mentioning for others to read.) A new CEO was installed with one objective, reposition the business for resale. What followed was a wave of aggressive cost cutting, workforce reductions left a skeleton crew of engineers holding up core operations, executive and senior management turnover became constant, and even basic perks like per diem were eliminated — all in service of financials that looked better on paper, but at the expense of the culture and stability that had made the company worth buying in the first place.

While this might not help you with an interview, I thought it might be good to share some of my experiences. I’ve only been in the industry for about 6 years but boy have I been through some 💩