You can be asked to dig holes and close them up again - a completely useless work and you can be given an ever increasing quota to do it with the threat that one of the holes you dig might have your body in it (extremely stressful and ruthless).

The challenge most of the people outside of Amazon do not realize is that micro-service architecture imposes a heavy penalty on team co-ordination, esp. as the software matures. A large part of core services have been built over several years (and decades) and they have been architected to optimize for some operations at the cost of other operations. You can think of this as how you would design a DB schema. It is a trade-off between write speed, query speed and availability. Now, think about it happening at massive scale. As an engineer, you would spend a lot of time working/waiting on partner teams to prioritize your changes while under pressure to deliver. A lot of teams ended up building the pieces on their own into their own services leading to a larger maintenance and operational load.

From the outside, you are very likely to think that the team is bloated and slow-moving because you are assuming green field development. Internally, Amazon is a 25-year old legacy platform with almost no single vision across teams, tons of semi-duplicate functionality and heavy operational load. Keeping the lights on (KTLO) was a big ticket item on every annual plan I created when I was there.