How are the career development opportunities at Amplitude?

Great opportunities to grow with a company that is positioned to scale and move up market! The leadership team is deeply committed to driving success. The work / life balance is very good. Dedicated and committed people who really care about the mission and vision. Very competitive comp and bens.

Company is going through the normal growing pains as the company matures. A lot of current employees haven't seen this type of transition at scale and are struggling with it. If you're willing to roll up your sleeves and work hard to make a change - it's a great place to be

Opportunity to grow your career in the GTM org and the people are the best part of working here

Lots of leadership turnover over the last 12 months without a ton of insight can make things feel a bit uneasy at times

While they are being pushed and driven out in droves, good, hardworking, caring people are still there.

As other posts have mentioned, my experience was that the root of all issues stemmed from poor hiring decisions. Unfortunately, such systemic hiring issues have had negative impacts, such as creating a toxic work environment, a lack of product direction, and restricted career growth.

Good Culture and great benefits.

Bad career development and lots of change.

The Ampliteers (Amplitude's employees) and everyone I've met has said the same thing. The perks and benefits (there are so many that I'm still discovering them weeks into my onboarding, like $75 per month to donate to charities, $500 per year for elderly/child/pet care, etc. Inter- and intra-team collaboration, because absolutely everyone is willing to help, collaborate, teach, and support anyone else. Performance seems to be rewarded with career development and upward mobility! I've rarely seen Principal-level roles in actual companies and the first week I joined a fellow teammate was promoted to the Principal level from Senior level. I like that there is room to grow as specialists and that promotions are a regular occurrence, and even further recognized/promoted in Slack channels too. High-performing teams are attracted and built by high-performing compensation. They pay more than the rest to get better work than the rest. Taking care of your employees allows those employees to take care of your customers! Been saying it for years and Amplitude delivers on it.

Wounded confidence and morale post-layoffs (April 2023). This is most noticeable in ERG participation where there has been a stark and visible drop-off in attendance, participation, and communication. There are a lot of individual systems/solutions in the software stack used to tackle overlapping problems/needs that I think could be consolidated and streamlined. Probably the result of separate teams choosing solutions that may do similar things to what other teams are doing with other solutions. With so many offices around the world, including: San Francisco (Headquarters), New York City, Vancouver, Amsterdam (EMEA Headquarters), London, Paris, and Singapore (which I think is both a good and bad thing in different ways). It can feel isolating to be anywhere else that doesn't have an office nearby. A lot of impromptu, or even planned, localized events go on that many others cannot attend around the country or world. So a greater focus on this will only help the camaraderie, moral, and strength within teams and the company.

Competitive package and benefits, amazing product, solid customer base, some amazing talent

This company would benefit from a serious reevaluation of its culture and values. The work environment is marked by high stress, limited collaboration, and a lack of transparency, particularly among customer-facing teams. Poor communication leads to inefficiencies and confusion, hindering overall productivity. The culture encourages siloed work rather than teamwork, and unrealistic workloads contribute to burnout. Employees often feel undervalued and replaceable, with little recognition or support, reflecting a broader organizational disregard for long-term employee well-being. Leadership practices vary widely, with some contributing to a toxic environment that has driven high turnover without meaningful response from the company. Without structural and cultural reform, the workplace remains unsustainable. Potential hires should weigh these issues carefully.

It's early days in shifting to an Enterprise named account approach however it's coming along and I think there is recognition as to what needs to happen over the next 2 quarters to continue progress. Management is aware of what needs to happen to align Marketing and Sales and continue the trajectory of the company. Sales management is creative in deal cycles and supportive of the team. Leadership team comes from enterprise companies and has a good plan. Executes will in deal cycles.

Maturity to run enterprise plays is still in progress. Hard to feed all the reps hired.

Opportunity to grow your career in the GTM org and the people are the best part of working here

Lots of leadership turnover over the last 12 months without a ton of insight can make things feel a bit uneasy at times

It's early days in shifting to an Enterprise named account approach however it's coming along and I think there is recognition as to what needs to happen over the next 2 quarters to continue progress. Management is aware of what needs to happen to align Marketing and Sales and continue the trajectory of the company. Sales management is creative in deal cycles and supportive of the team. Leadership team comes from enterprise companies and has a good plan. Executes will in deal cycles.

Maturity to run enterprise plays is still in progress. Hard to feed all the reps hired.