- The Product leadership is a complete mess. The unfunny joke is that you might know what you were doing this sprint but it could completely change next sprint. And when a project comes in, it is usually poorly scoped and requires a great deal of work to make it ready for development.
- As a VC funded, sales-driven company, a great deal of focus was put on having impressive sounding engineering goals to show to investors and the board; even if those goals were eventually abandoned and never completed.
- Customer obsessed is one of their core values, but customer requests for important features were consistently ignored.
- In 2020, the VP Engineering, two principal engineers, and a lead frontend engineer left...in the first three months of 2021, six engineers gave notice. The regularly changing goals, the inability to finish projects, and the constant meetings are exhausting. Burn out is real and instead of realizing they are driving engineers into the ground, leadership instead kept on saying how we had to move faster.
- The technical debt and scaleability problems are real with a product having this much growth and change. Instead of focusing on that problem, there has been an overarching initiative to build new, exciting services that will take multiple quarters to complete. What could go wrong?
