Does Apple provide assistance to those with physical or mental disabilitiies?

High performers have many opportunities to move around the company. But no one tells you that! Generally very high level of talent across the board. So many A players Resources to pursue hard problems Very solid leadership team Amazing comp/benefits Great focus on operations

Extremely hard to get rid of poor performers. So many just riding the wave. Difficulty making hard calls below the SVP level. As a result, it takes ages to make big decisions. Staying too long can make network dry up. There is a baseline anxiety about talking with companies outside of Apple. Deep specialization is hard to apply to smaller companies Perf process is confusingly bad for such an established company. Some managers are really mediocre and keep failing up in spite of sucking as managers. Brand is so established that taking real is tricky.

- Reasonable work-life balance - Great compus - Cool products

I can only speak for my team and org, but overall, if you are relatively young, want to grow fast, and want to keep learning new things, DO NOT come to Apple. - Yes, Apple’s products are cool, but that is mostly the designer/UX/product side, not necessarily your day-to-day engineering work. - It is politics-heavy. Each team owns a very small slice of the cake, so managers spend a lot of time figuring out how to impress their own managers. Some great managers still try to do the right thing, but many projects feel more optimized for visibility than real impact. - Not all teams are valuable or exciting. A lot of teams are mostly maintaining old code that has been around for decades. Promotion is really slow. Trust me, it does not only depend on how hard you work. Since each slice of the cake is small, it is rare to work on something truly impactful. - Internal efficiency is low. People often talk about Apple having bad WLB, but a big reason is that there are no common tools, very little documentation, and everyone has their own workflow. You end up asking around constantly and doing a lot of extra work that should not be necessary. - In the AI era, the company’s efficiency is heavily limited by its org structure. Maybe you can vibe-code a project in two hours, but then spend two weeks getting it reviewed. - Many internal projects have strong DRI culture, which can turn PR review into a one-person taste check. Whether your code gets accepted often depends on that DRI’s personal preference, so you end up changing things back and forth for no real reason. - Upper management keeps telling everyone to use AI, but nobody is solving the actual structural problems. Managers are busy responding to leadership’s AI push, organizing people to write skills and use AI, but it often feels very blind. People spend engineering effort, but a lot of the output is low-quality junk. There is not enough real thinking about how the org structure should change in the AI era. If you are a passionate engineer and want ownership, fast growth, and real impact, avoid.