SWE for 8 years| Consulting and Agritech company | New Delhi
My experience working at CNH Industrial India (Software Engineering)
Hi everyone,
I worked at CNH Industrial India for the last few years, and now that I've left the company, I wanted to share my experience so that prospective software engineers have a realistic idea of what they might encounter.
To begin with, the product itself is genuinely impressive. The team works on Precision Agriculture products involving sensors, telemetry, embedded systems, cloud connectivity, and high-throughput software. From a technology standpoint, it's an exciting domain with the potential to build meaningful products.
Unfortunately, my experience with the engineering leadership in India did not match the quality of the product.
i. Rigid work policies now
The India head, Mr. Narin*** Mi***al, enforced office attendance policies with little flexibility. Work-from-home was generally not allowed except for specific support situations. At the same time, employees were often expected to be available even after office hours if work demanded it. The emphasis seemed to be on physical presence rather than outcomes.
ii. Avoid the FCOVI (Field Computers & Offboard Vehicle Integration) team if your goal is learning
If you're joining as an intern, apprentice, or software engineer and have a choice of teams, I would personally avoid FCOVI.
In my experience, there was very little focus on learning and development. The engineering manager lacked the technical depth needed to effectively mentor engineers or evaluate technical work. Performance discussions often revolved around bug counts rather than feature complexity, architectural improvements, or long-term engineering impact.
The management style also created an environment where employees felt that recognition depended more on managerial discretion than on their actual contributions.
- Technical leadership issues
The architects in the organization often appeared constrained by management priorities, spending significant time preparing presentations instead of focusing on technical direction.
In my own team, I also experienced situations where accountability was frequently avoided, communication wasn't always transparent, and technical decisions were sometimes influenced more by management optics than engineering quality. Late night work is awarded more than the effecient working.
Create more backlog for more visibility. Let the system be trashy, so that people get more work.
I dare you Mr. Ma**** Dh***a, head of FCOVI to create one High level technical diagram. Okay, you are an engineering manager, I will spare the diagrams. I dare you to explain one complex logic of your product.
You don't organise any event, it was done by a group of software engineers of your team.
You don't provide any inputs. You even lag in facilitating or coordinating with your global head. You should know, people are licking your rear. I am sorry, but this is not done. You can't just enjoy your expensive home and car when your employees are slogging and your apprentices are unpaid.
- Notice period experience
One of the most disappointing parts of my experience was during my notice period.
Once I had resigned, it felt like past work was viewed through a completely different lens. Bugs and implementation issues were disproportionately attributed to me, while contributions made over the years seemed to receive little acknowledgment. Whether intentional or not, it created an environment where blame became easier than constructive knowledge transfer. And I know from my friends, still in the company, even after I left, I was blamed for the issues and bugs that I didn't even introduce.
If you are reading this, Mr. T***n**et Singh, you know I am talking about you, you lying incompetent vermin. I even dare you to design a resilient system you fake architect.
- Employee engagement misses the real issues
The HR team organized festivals, events, and engagement activities, which are appreciated.
However, from conversations with many colleagues, what employees really wanted was better work-life balance, more flexible work policies, improved technical leadership, and a healthier engineering culture. Those changes would likely have a much greater positive impact than occasional engagement events.
Final thoughts
This is, of course, my personal experience, and others may have had different ones.
I genuinely believe CNH builds excellent products and has talented engineers. That's what makes my experience more disappointing. Strong products deserve equally strong engineering leadership, transparent performance evaluation, and a culture that supports learning and growth. Employees are really really supportive and great though.
I hope this feedback reaches the global leadership at CNH Industrial. My intention isn't to discourage people from the company entirely, but to highlight issues that I believe are worth addressing so future engineers have a better experience than I did. Please stop the wrong hirings. It is better to have good L&D than hire someone who lie and is incompetent and only know how to talk random gibberishes. Your products are suffering because of this.
