Variability in leadership and people practice is hindering what is otherwise a good organization - Senior Software Engineer I Falkor Employee Review

a lot of room to grow, good company growth, great people

a bit chaotic at times

Salary arrives on time. A few capable engineers doing their best despite the environment.

This company consistently presents itself as a technology firm without operating like one. The software is poorly designed and poorly implemented, with architecture that feels accidental rather than intentional. Core engineering practices such as testing, performance discipline, maintainability, and rigorous code review are inconsistently applied or deprioritized. Leadership significantly amplifies these problems. Technical Directors and senior technical leaders often lack fundamental software engineering understanding, yet make high-impact decisions with confidence and little accountability. Engineer feedback is ignored unless it supports a predetermined narrative. The organization prioritizes perception over substance. Much of the emphasis on customers and adoption centers on forced proofs-of-concept designed to create the appearance of traction rather than evidence of stable, production-ready products. The gap between what is demonstrated and what actually exists is persistent and well known internally. Morale suffers as a result. Capable engineers disengage or leave, while those who remain learn that honesty is discouraged and optimism is expected. Problems are rebranded instead of solved, deadlines are committed without understanding the work, and repeated failures are normalized and reframed as progress.