software engineer

process engineer

engineer

design engineer

manufacturing technician

Intel Corporation

I spent nine years in Intel's IT Communications department, received all-positive reviews, and lost my job for being an underperforming employee. Why? The official word is that I didn't do enough my last couple of years to show personal growth in my job; not demonstrate enough of an interest to learn other things. The reality is that there simply wasn't anywhere else for me to go in my job, short of becoming a manager or leaving for another department. I'm in communications. What do I do next -- become an engineer?

Intel's big on "personal growth." They don't like it if you stay in one job too long; they'd rather have you move on to a different area after a few years. In theory, this creates a well-rounded employee. In practice, if forces you out of what you do best and into a role that you may not be suited for, which can lead to -- you guessed it -- subpar performance and loss of job. The company's executives face the same situation; there's been three different CIOs since 2008; our department had four managers in six years. You end up with a supervisor who isn't consistently trained, doesn't know all facets of their job (and who may have become a supervisor simply to show that crucial "growth") and makes mistakes that harm others' careers. 

As a result, there's a lot of stress beneath the smiles people give as you walk down the hall. 

And then there's company performance as a whole. Intel has had several boom and bust periods over the past 15 years, and when things are good, everybody's thrilled. The bonuses are great, raises actually take place, lots of perks are introduced or improved, and there's enough staff on hand to get the work done without 65-hour weeks. But when things slow down, the company -- especially its current CEO -- is quick to lop off a limb to save the tree. The trend is there: As soon as Intel hits roughly 100,000 employees, layoffs start and within 12-18 months it's back down to 85,000. Then hiring goes back up to 100,000-110,000, and things slow down and we're back to 85,000-plus. People have literally been told as they walk in the door that their department or team has been dissolved, and they're out of work.

So again, you're stressed. You shouldn't make any long-range plans, because you can't guarantee that you're really going to make it long enough to take your first sabbatical, or see that 10-year or 20-year anniversary stock bonus. You start to wonder which people on your team will be let go next, or if they'll ever replace the ones who retire or move out on their own. These days, the answer is probably "no." And, you begin to form the "better him than me" thoughts. 

Lastly, there's the business culture under the current CEO. His publicly stated position is that Intel is a meritocracy; only the best should be kept, and any dead weight cast aside. It is, however, also acknowledged that occasionally, someone ends up in the wrong pile -- good or bad -- and if so, oh well, that's how it goes. The result is an employee base that doesn't entirely trust its management. Whatever you do can be viewed as a bad thing, regardless of how, if, or even when you did it. In a recent round of layoffs, he used evaluations going back three years to determine whether someone should be kept. Had a couple bad years two, three years ago, but a great one last year? Too bad...you're still dead weight. This past year must be a fluke. Did you just get a bad score this year? Too bad. We won't give you the chance to improve by next year because you're obviously dead weight. Besides, you're probably not going to work harder in your job if someone tells you that's what you'll have to do to keep it...right? 

There's also the strange logic to his management. He nickles and dimes in the cost cutting -- eliminate a few small perks, cut a few heads from each department, change offerings in the cafeteria, etc. -- to save $400 million. Yet, the company will then spend $1 billion to buy three underperforming businesses. Intel's track record on their various ventures -- except maybe for its acquisition of McAfee a couple years ago -- has not been that good. Again, I'm not just shooting off my mouth here; this is all public record.

That said, I have to credit him with at least improving the company's perceived standing as a tech company. For years, Intel has suffered from bad timing. It entered the smartphone arena after it had peaked. The company didn't go into tablets until a couple years after everyone else. It pushed solid-state drives before people were ready. An attempt at a smartphone/tablet hybrid bombed. A joint venture with Apple lasted a year. These are all pre-current CEO items. The company hasn't had any major successes over the past couple of years, but there haven't been any disasters, either. 

Intel has the potential to a great company. At the moment, it's merely treading water until the next big wave comes along. Don't turn down an opportunity to work there. But don't expect to end up with exactly what was promised.

Typical day at work: clean up after day shift. Finish their tasks while attempting to do your own shift's tasks. Wonder why day shift didn't get their assigned tasks done when they had all the engineers working on their shift and typically more technicians. Try to stay alert while the job queue rarely filled up. Repeatedly ask for more training and more detailed and clarified training - but don't receive any. Watch as the job scheduler wasn't taken full advantage of by management or engineers. The job scheduler poorly communicated to technicians when would be a good time to do scheduled maintenance, Expect that Engineers will ask you to keep up with the area maintenance schedules even when they overbooked job tasks for the area, or forgot to order the necessary supplies. Frequently expect poorly worded or confusing job run descriptions from Engineers and previous shift technicians. This will result in the frequently grumpy, woken up engineer - asked to provide clarifications. Watch while upstream items aborted in your area when they arrived - due to upstream technicians/engineers/managers failing to properly do the work/ensure that it is being done according to specifications for your area. Attempt to put out one or more fires during your shift, document them, and get your area ready for the next shift. Expect to repeatedly document the same problems from day to day, week to week, or even month to month. Always expect negative motivation from managers/engineers. Never expect constructive criticism, or positive motivation from managers/engineers. Usually expect management/engineers to drag their feet or postpone certification tests. This will most likely result in overtime for the few technicians/engineers that have been trained on your shift. "Safety is our #1 priority" - but it's not. A contractor DIED on the job while I was there. Quality is #1, Production is #2. Safety is very lax, and might be in the top 10 of management's concerns. Every day that I came to work in the FAB, I felt I was taking my life in my hands as soon as I entered the gowning room. Engineers and Technicians would leave their trash or extra pieces of gowns on the floor for the next person to trip/slip on. Supervisors would make sure that we had our gowns properly worn to help ensure manufacturing quality, When I mentioned my safety concerns to the Captain of the Ship on my shift and other shifts, they were ignored. No concrete attempt was made by management to clean up the daily mess in the gown rooms during the years I was there. Mildly worded emails from management reiterated the gown room policy. Management never actively monitored the gown rooms for safety issues - that I was aware of. I was constantly picking up other people's trash, or cleaning up other people's messes in the gown and clean rooms daily - throughout the shift. Engineers were not diligent cleaning up their areas after they performed maintenance. I've been in Blue collar gowning and production environments that were 10 times cleaner and safer. Tools went missing, or were not returned to their proper tool kits. Documentation was filled with unexplained terms and acronyms. I added several entries to the Intel acronym dictionary during my new hire week. Engineers were responsible for documentation that was not written in plain, easy to understand language. You could submit documentation suggestions/changes, but it could take up to several months before the changes were implemented or rejected - even if you wrote out the full documentation change to be cut and pasted by the engineer. If you are not working day shift and are a vegetarian, vegan, or someone who is trying to lose weight - pack a lunch. Do not expect a balanced, healthy, or low salt, low fat, varied dietary selection on a daily basis from the corporate sponsored cafeteria at your job site. This may be different at California campuses. I managed to lose 50 pounds over the course of one year - combined with 3 to 4 times per week use of the exercise bicycle in the company gym - but I was lacking enthusiasm for the rarely changing salad bar, after only a month. The occasional vegetarian burrito during infrequent burrito days did little to break up the monotony. I did request more vegan/vegetarian/low salt, low fat choices using the proper channels and procedures, but was not rewarded for my effort.

I have held several different leadership/management positions within the Intel Chandler, AZ (Ocotillo) campus.  Intel has three large manufacturing facilities on this campus ranging in size from 200,000 to 300,000 square feet of Mfg floor space.  I have worked in all three facilities at different times throughout my 17 year career based upon which technology was being produced in which facility and where I was requested to work.  Intel utilizes the three facilities to rotate technologies as they advance to each new technology.  The facility which was manufacturing the oldest of the three technologies will eventually become retrofitted when it is its turn to bring on the newest technology.  Personnel on campus typically rotate with technologies to keep the skill sets balanced or they move to where critically needed.

My typical work day is logging into work from home before going to work to check all our automated production indicators for a current status on the factory and my department.  Upon arrival at work I meet with the off-going area Group Leader for any specific details, questions I might have, help needed he needs from me, issues not readily understood from the indicators, anything I need to anticipate for my shift.  After this we meet with his team and my team in the factory for any safety updates, any process related issues, a machine-by-machine passdown status and any generic updates.  After his team departs the factory my team and I stay back to establish work priorities for the night and any non-work related issues I need to address before I release them to the factory floor to begin working.

After releasing the team to work I attend a shiftly Tactical Operations Meeting where all group leaders from all areas meet with the Captain of the Ship to review all factory indicators, share information, update the Captain on any anticipated capacity gaps for the shift and meet with peers in other areas for any help needed.  I was previously the Captain of the Ship for the previous technology so I am fully aware of the role of the Captain.  I voluntarily chose to leave the administrative Captain role and return to the factory floor as an area Group Leader when requested by the management team of that area.  My primary decision driver was to move to the latest technology rather than stay within the legacy technology as a Captain.

My most enjoyable part of the job is the day to day interacting with my direct reports, peer managers, engineering teams and my managers as we solve problems.

The hardest part of my job is my current schedule.  I currently work the night shift, 6pm to 6am Saturday through Tuesday. Due to a lack of experienced manufacturing management persons willing to work the night shift schedule I was requested to fill this need within my current department.  I was aware of this need because I was previously on the team building our department operational readiness plans and internal systems as we prepared to introduce the next generation of process technology.  I knew we had a gap in experienced managers for the two night shifts.  I fully expected our factory management team to request me to work this schedule because they and I knew my life schedule was flexible enough to accommodate this schedule.  If I were them I would have also asked me to move to this role.  This is not a complaint nor is it an indictment of any management decisions.  This is not the reason for my desire to leave Intel.  Night shift personnel receive a 16% shift differential in their pay, including salaried managers.  Thus I am well compensated.  If you want me to identify the hardest part of my job, this would be it.

My resume should incorporate any additional items beyond my current role within Intel.

As a 30 veteran who recently left I can assure you, Intel is NOT the employer they use to be.  In the last 5 years I worked there, especially, the overall work environment really went downhill.  

A few years before I left, they decided to merge the Technicians with the Engineering Technicians, changing all of our titles to “Manufacturing Equipment Technicians” or MET.  I’m sure this was just an accounting change but as an Engineering Technician, now an MET (so basically a technician), my job duties and expectations remained the same.  

A little bit after that I lost my hybrid desk that I shared with other ETs from other shifts.  The reason?  Technicians don’t have their own desks. We were assured we’d be given somewhere onsite to store our work related items.  I did get my own locker eventually, but I had to request it, and ask twice before I got it.  Most ETs, now technicians, had nowhere onsite to securely store their personal belongings while they were in the fab, or their work related items during their weekend.  Even an entry level technician is given a locker!  Essentially, Engineering Techs were being demoted in every way possible that Intel could get away with.  They never messed with our pay.  But in every other way, we were demoted.  

The last 3 years I worked there, I had two jobs - two completely different jobs requiring two skill sets, being done in two different locations, that should’ve been done by two different people.  How did I end up in this situation?  Well I interviewed, applied and got a new position about 3 years before I left. Little did I know that in the background was an additional “ghost job” that was going to get dumped on me.  Shortly after getting the job I’d applied for, I was scheduled to train for a 2nd job. It was presented as “sabbatical coverage” so I didn’t panic.  I thought “worse case, it will be a tough summer.  Then I’ll go back to doing the job I interviewed for, and I will have learned something in the process”.  But as I started training on the 2nd job, my trainer was talking about the next position he’d be going to.  I knew right then and there that I’d been hoodwinked, bamboozled, and manipulated.  

I did both jobs for 3 years.  I quickly realized that the reason management had to resort to dishonest means to fill the 2nd job was because it had been done the same way for about 20 years with old outdated equipment, making it extremely difficult and tedious.  Dozens of people had been trained and had been unable to complete a single project.  You’d think that doing a job like that, plus an additional job I’d get some type of additional recognition or perks, above and beyond what other ETs were getting. I didn’t.  I did make suggestions on how to improve the 2nd job, but my suggestions were ignored.  

After 3 years of doing the work of 2 people, I developed some health issues from the stress.  I went to management and told them I couldn’t do the 2nd job long term.  My supervisor genuinely tried to help me.  But the supervisor for the 2nd job (who has more power than my supervisor),  said the only way I could get out of the 2nd job was if I found and trained my replacement.  So now I’m a hiring manager too…?  I was truly stuck, in a really tough position.  I was so relieved when the layoffs were announced and I realized I qualified for a very generous severance package.  

I will say, I’m grateful for the severance package.  Some companies would just send you packing with nothing, and on very short notice.  But the actual experience of working at Intel…. Hard pass.  I will likely need to work again, and my current situation is probably just “a break.”  I left on good terms and I actually really liked my last manager.  I could go back to Intel in a year, under the terms of this layoff/severance package.  But I don’t see myself doing that.  I don’t think I could ever trust or believe what management says after what I went through.  I feel so much better in every way, now that I’m out of that environment.  

I've found it very difficult to get oriented to Intel. Very difficult to get up to speed on everything going on due to relatively poor training material, mediocre training mentality and the incredible sophistication of the process. 
The employment can be incredibly lucrative with factory output bonuses and quarterly company performance bonuses. Intel offers an array of services including a subsided cafe with free beverages (soda, juice, fruit-infused water, coffee, iced tea, etc.). A massage (once every month) and other small comforts to relieve the stress of work.
A strong company culture around employee safety and producing a quality product. The manufacturing is fast-paced, results-driven, and heavily team-oriented.
In my opinion, the purpose or "drive" of the company can be lacking at times. It can be difficult to answer the "Why" sometimes. If I'm being blunt it feels that we're just out to make as much money as possible by maximizing our throughput, improving quality and ultimately satisfying customer demands.  Frankly, that's pretty sufficient to me, but you feel incredibly distance from the final customer. This is countered by some notable Intel features...

Intel definitely stands out due to the "extras" it offers. Intel will donate to organizations where employees perform volunteer roles or community service. Their investment in solar power and water reclamation in Arizona is huge! The on-site cafes use sustainable products whenever possible (biodegradable plastic straws for example). Sabbaticals are offered to employees. Generous quarterly bonuses and employee stock purchase programs are excellent. A fitness center provided onsite. Maternity leave. Optimistrist on-site. Dentist on-site. This is just to name a few. 
Management is strong. No (or incredibly few?) corner offices. Managers sit next to their employees giving a strong feeling of "leading from the front" and promotes comradery. Our area manager (your boss's boss's boss) provides donuts every Friday and can be seen walking through YOUR area at least 3 times a week! Again, a huge sense of leading from the front. 
It would be a crime to mention Intel without discussing the company's culture. A strong sense that "One Intel" (current company cultural campaign) was resonating far before it was declared 1-2 years ago. 
Race, country of origin, hobbies, gender, background, veterans, high school graduates, bachelor's degrees, masters, Ph D, Independent, Democrat, Republican... All of these people come together at Intel. It truly feels like a product of the American melting pot gone right. I can't put it into words but feels like the company has used it as a strong force multiplier. In my experience, employees are always inquisitive, curious, and respectful of everyone. It creates a pleasant and comfortable atmosphere where people are judged solely on merit and work performance.  
The only reason I don't give it a perfect 5 stars is due to their ICE (Intel Contract Employee) program. Appears to be a simple and unnecessary barrier to prevent entry-level employees from receiving the "generous quarterly bonuses", keeping labor overhead down, and making it more difficult for you to reach your 7-year sabbatical. All the other benefits are presented to you (health insurance, dental, etc.) except your under a 1-3 year agreement of employment. It creates an unnecessary feeling of disconnect with the company and can discourage you to go "the extra mile". Perhaps they'll hire you full time (someday?), but it's not a guarantee. Feels worst when everyone is discussing the "generous quarterly bonus" and knowing that you put just as much effort into the company as your co-workers, but will not receive a portion of the fruits of labor.

I was advised before I joined Intel that it was a big ship that takes a long time to change course.  It is certainly a large company that seems to focus more on keeping their people placated with fun things while wondering why their quality is so poor.  Their almost fanatical embrace of globalization causes a lot of problems for teams that have to coordinate through several different time zones.

Currently Intel is a company in panic.  It is desperately looking to stay relevant.  All of my experience is in one of their mobile departments where they are trying extremely hard to compete in the mobile space.  Word on the cube row is that the only department in the company that is making money are the server groups.  I've worked on some good projects, and some awful morale-shattering assignments.

The managers I've dealt the most with are, for the most part, dishonest, refuse to take responsibility for issues that arise that they could have prevented, and often expect you to be psychic so you can read their minds to know what is expected of you.  

Prepare to sit through extremely pointless meetings that consist mainly of management waterfall items.  These are often about reorganization, the latest golden goose that Intel wants to chase, or some executive moving from one three-letter organization to another.  Learn to look forward to that daily email of encouragement from the CEO or some other nameless executive talking about how the future of Intel is ever so cheery and bright.

Should you even think about changing groups, expect to be stonewalled, ignored, or even berated.  From my experience it is all about choosing business needs over people.  As with most large companies, things run the most smooth when a person accepts their place and stays there until they expire.  Pro-activity is not desired here unless you're writing patents for the company's benefit.

The most enjoyable part of the job is when I have no work to do and little chance for interruption.  Then I can spend time bettering myself by learning something new.  The hardest part of my job is when actual work comes and I know that my efforts are wasted because, either the technology is pointless, or the project is going to be cancelled and shuffled onto the next mobile device attempt.

The cafeterias are run by outside companies who seem to delight in shafting Intel employees with expensive prices and small portions.  Why would a company house a for-profit company on campus at the expense of its employees?  Also, the vending machine prices are about 175% what they should be.

Prepare to be stuffed into a 3x6 cube surrounded by noisy people.  It's a wonder that anyone gets anything done in such a disruptive environment.  Thank goodness for headphones and early mornings!  Many of my co-located workers don't come in until 10am.

The yearly review process harkens back to college days when you're judged on an essay that you produce detailing your accomplishments over the past year.  Better make use of those buzz-words.  Then the essays are pitted against each other by impartial employees to see who gets a large piece of the pie, and who gets the shaft.

This is only one person's experience and may not reflect the whole of the company, but I call it as I see it.  Certainly other companies face similar problems.  On the other hand, some people really do well in this environment.  For me it was a good experiment but I enjoy being treated like a person and not livestock.  But hey, free drinks right? Right?

This was rented pace in disconnected building 1 mile away from the 2 main Intel buildings. It had a separate set of its own management and processes. 
There were a lot of safety problems and management issues, both because of selecting wrong priorities and because of choosing self interest over employee or company interests:

- on the very first day one a manager of another team brings me a free sandwich [left over from another company's meeting]. The next 3 weeks she keeps glorifying this room she has for rent and trying to rent it to me for double the price. She also pretends she has good connection to all the big guys, she can introduce me to important guys, and such. I had to clarify my disinterest much clearer than a simple No to communicate it is final!

- There was 6 hours safety instructions including video, reading materials, tests. They included instructions such as do not lean back hard on the chairs, they might flip! and still they were grossly mismanaging the safety! Right after instructions ended they sent me to get my laptop from the other building and insisted instead of walking I ride one of their visibly missing break googly bikes, riding through a tiny 3 feet path with up and downs, majority of it next to a river on one side and 15ft 70 degree free fall to the bottom of the river. I had to carry the laptop and the bike both.

- They gave me a non-standard table 36" high. I never had any problems before or after this job, but at this job I felt uncomfortable with the desk the very first day. They did actually ask me if my desk was ok with me, and I said it is 7 inches too high. They ordered me a new desk and found me a higher chair to match table height in the meantime. The desk shipment was delayed due to miscommunications with the shipping company and some additional excuses for 6 months. The day it finally arrived and I installed the desk, on the way home they let me know my contract has ended. Well it is crystal clear someone wanted a new desk, but did not want HR to associate the expense with his name. There was a lot of inventory missing also because of people not returning hardware.

- Everyone in my team (server team) had a desktop which compiled the application and libraries in 30 seconds. I had a laptop and it took 9 minutes each time I did a clean build (same model CPU on a laptop is by far weaker and not comparable to its desktop version CPU). When I asked for a desktop my manager told me I have a top of the line gaming laptop with a $800 graphics card! and also that everyone else in the room has only laptop. Which was completely untrue: everyone in my room except me was part of the mobile team, for them a laptop was more than enough, I was on the server team and all our team members used desktops. For a manager in Intel out of all companies not to know that is not even possible. Even if I do a clean build only 10 times a day that is more than one hour wasted time per day. That is certainly worth the company buying a new desktop for its employees. I shared my concern on the need for a desktop with the higher level management also. Never any attention was paid to it.

- Not that it was much more powerful, but even the laptop I was issued to me on the 1st day was exchanged with my manager's slightly less powerful laptop.

Makes me feel like I only got this job because somebody wanted a new laptop, someone else needed a new desk, another wanted to see if I could pay rent for 2 rooms so she can live rent-free, and another guy wanted to charge $80 annually for using the coffee machine, and whatever else I may have forgotten.

I was a contractor (green badge) at the Ronler Acres site for ten months being being hired on at Intel. I am now an Intel employee (blue badge). I almost didn't take the Intel offer because I thought it was insultingly low, and I now regret that I did.

Pros: compressed workweek, lots of PTO

I have never worked anywhere where so many of my coworkers were visibly and vocally miserable about being at work. Morale here is very low. Pay is bad relative to cost of living in the Portland metro area for entry level workers and does not come close to being competitive to the rest of the industry for higher level technical and engineering jobs. There is also a major skills mismatch for their new hires: they're hiring former auto mechanics and maintenance techs, tell them they're going to be wrenching, and then 80% of them find out they will be in front of a computer and might not touch a hand tool for a couple years, if ever.

Despite the low pay, I believe that the low morale is primarily a result of the nonexistent training process, Kafkaesque bureaucracy, and the culture of fear that pervades working here. 

Training: There is literally no training regimen after the first week of orientation. There are a bunch of certifications you need to get and a bunch of applications you need permissions for. No one seems to know the requirements for any of them and is unwilling to help you find out. Some people get their certs done in 3 months, some never do so they just quit after a couple of years. You are supposed to get assigned a trainer but the team I was assigned to is so understaffed I just get shuffled around and the majority of them have zero interest in training me.

Bureaucracy: While I touched on this in the previous section, the confusing bureaucracy applies to every aspect of working here. No one seems to know anything about anything. It took me four tries to get a hanger assigned in the gown room, three to get a locker, over a month to get a work phone (critical for working, since it is needed to communicate in the fab), etc. You can either run a detailed investigation to figure out what to do what most people do and brute force requests until one of them eventually works, or someone points you in the right direction.

Culture: By far the worst aspect of working here is the culture of fear that pervades the campus. It is easy to make a career-ending mistake here, and even relatively minor mistakes are not tolerated. As a result, people who have been here a long time tend to fall into one of two categories: doing the bare minimum to stay employed and shirking work whenever possible (less opportunity for mistakes), or allowing other people to take risks for them and taking credit for any successes so they can get out of the fab or move up in their career. It's such a large company that it's hard to stand out when it comes time to discuss raises or promotions, so people either don't try (understandable) or work only to make themselves look better (also understandable). Neither type makes for a good teammate. I have never worked somewhere before where I don't feel like I can trust the majority of my coworkers and it is a miserable feeling.



Participates in requirements analysis, development, integration, and testing of the IT Systems Monitoring.
I integrated associated systems and processes into existing IT monitoring tools. Provides highest level of IT Systems performance and availability monitoring in a 24X7 monitoring environment to ensures maximum IT system uptime.
Collaborates with internal Business Units and IT Support groups to resolve technical issues related to IT Systems Monitoring. Provides leadership in the development of IT System Monitoring processes and procedures, while also contributing to continuous improvement in the IT systems monitoring. Working with IT Monitoring Systems administrators to ensure monitoring systems are configured to provide optimal support of the enterprise systems and networks. Monitor toolsets, identify and categorize alerts, perform basic troubleshooting, generate remedy incident tickets, escalate incidents to support staff, and manage customer communications. Corrects or suggests alternative solutions to problems by monitors system activity and operations using monitoring and management tools and learned techniques. Communicates, counsels and advises customers on the status of network support requests.
Works on assignments that are moderately complex in nature. Interacts daily with supervisor, peer groups, and customers. Creates related documentation, standards and procedures to comply with corporation and industry standards. Attends business meetings, and collaborates with colleagues to develop "best practices" policies and procedures, and to identify and resolve issues to help create a flexible and efficient organization. Proactively monitoring identifying, analyzing, and implementing new technologies to improve performance and speed. Promptly responded to and recovered network outages, ensuring data integrity. Collaborated extensively with internal customers and management to identify and resolve issues with network connectivity, hardware, systems, and software. Every weekend I would support systems upgrades with system engineers. I had hands on experience with power supply, cabling from coax, cat5, fiber optic. Hardware installs, testing hardware, problem resolution. I have installed PC’s, servers, routers, bridges, repeaters, printers and print servers I also installed all cabling, phones, and PC’s for Rapid Solutions Group
Learned Network LAN and Wan support, Server support, distributed application, Hardware and software support, disaster recovery, programming and project management.
Hardest part knowing company was moving all technical support job off shore to another country.
Best part learning new technology and implementing the technology.

As a testament to the adage that success lies not just in what you do, but how you do it, Intel shines brightly as a paragon of excellence in the tech industry. Stepping into the realm of software development, one is often inundated with tales of rigorous schedules, cutthroat competition, and a relentless pursuit of profit. However, within the hallowed halls of Intel, a different narrative unfolds – one steeped in a culture of camaraderie, innovation, and unwavering commitment to work-life balance.

At the heart of Intel's success story is its unique and nurturing culture. From the moment one joins the team, they are enveloped in an atmosphere that fosters collaboration, creativity, and inclusivity. Unlike many companies where hierarchy stifles innovation, here, every voice is not only heard but valued. This culture of openness encourages employees to share ideas fearlessly, leading to the birth of groundbreaking innovations and solutions.

One of the most remarkable aspects of Intel is its dedication to work-life balance (WLB). In an industry notorious for its long hours and high-pressure environments, Intel stands out as a beacon of sanity. Recognizing that the best work is produced by individuals who are not overworked and stressed, the company goes above and beyond to ensure that employees maintain a healthy equilibrium between their professional and personal lives.

Flexible work hours, remote work options, and generous vacation policies are just some of the ways Intel empowers its employees to prioritize their well-being. Moreover, the company actively promotes initiatives aimed at reducing burnout and fostering mental health awareness. Whether it's mindfulness workshops, wellness programs, or simply encouraging employees to unplug after hours, Intel understands that investing in the holistic well-being of its workforce pays dividends in the form of increased productivity, creativity, and employee satisfaction.

Beyond its internal culture, Intel also prioritizes making a positive impact on the community and the environment. Through various corporate social responsibility initiatives, the company strives to give back to society and minimize its ecological footprint, embodying the principles of corporate citizenship.

In essence, Intel is not just a place to work; it's a community, a family, and a home away from home. Its culture of inclusivity, innovation, and work-life balance sets it apart as a trailblazer in the tech industry, inspiring not only its employees but also its peers to redefine success in a way that values people over profits. If you're seeking not just a job but a fulfilling career where your talents are celebrated, your well-being is prioritized, and your contributions truly make a difference, then look no further than Intel.

Top Job Titles	Average Salary
Software engineer 145 salaries reported	$139,976 per year
Process engineer 117 salaries reported	$119,184 per year
Engineer 96 salaries reported	$118,806 per year
Design engineer 48 salaries reported	$144,369 per year
Manufacturing technician 17 salaries reported	$71,695 per year

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