> But optimizing for profit often aligns with engineering well being, a robust, productive team, an environment conductive to innovation and quality with high velocity, etc. Those are good both for the employed engineers and profit.

True for a tech company startup, almost absolutely false for a well-established company, especially a non-tech one.

I admit for a non-tech company I do not know, that's a blind spot for me.

I'd want to assume that it would be the same except that they are even less likely to know it's good for their profit and therefore to not properly invest in it.

For well established tech companies, my experience is that still aligns with maximizing profit, but two things happen:

The company has so much buffer to be inneficient, they can also brute force their way into new territories or markets. They can hire more, they can contract out, they can buy up other companies, they have existing leverage from their current customers or other products, etc.

They are more focused on reducing cost than growth. They turn their current tools and products to "maintenance mode", and that requires less excellence to achieve and is more mundane work, sometimes all it takes is just more hands on it or people willing to work off-hours or long hours to get the ticket queue down to 0, which means running it like a sweat shop can meet their needs.