Company expanded rapidly in the last couple of years, hiring engineering and management from prestigious tech companies presumably with hopes of transforming engineering and product out of startup mode. But all that talent is completely squandered as reorgs keep any dust from settling, roadmaps fail to lock in, initiatives slated for one team get superseded by duplicate work from another team, and any outcomes are immeasurable. Management fails to efficiently integrate multiple engineering teams to achieve broader outcomes. Product vision is entirely rudderless.
Meanwhile the engineers have to slog through years of slow and poorly designed (or rather, not designed at all) infrastructure, spending more time trying to understand where to find data than implementing useful features with it, often discovering multiple disagreeing sources of truth in the process. On top of that, engineering management demands to measure the productivity of individual contributors who are already frantic trying to implement today's new-shiny-feature that yields dubious value for end users using tooling that is either outdated or convoluted, non-cohesive, and prone to regular failure. Any attempt to suggest a better and more scalable solution is summarily ignored.
