Businessolver reviews

Some long-time members of IT management should never be managing people. It's understandable they're in the positions they're in due to their company loyalty and expertise, but they do not foster an environment of growth, kindness, or learning, and are occasionally actively harmful to members of their own team. The tech stack is old, the processes sometimes get bogged down by bureaucracy (as many places do), and the bug backlog was 10 miles long when I left in June (though I know that was a priority of the new CTO to fix). Admins were often told "just deal with it" because there was a lengthy workaround and Product was made to value the new shiny thing due to how projects were scored for value. The CEO and CSO are still involved in a lot of day-to-day minutiae that makes it difficult for the other leaders to lead effectively. When there's ~900 people in the company, that level of oversight becomes micromanaging and doesn't allow for leaders to lead. There were literally 0 female developers in the Denver office when I left, and only 1 when I started. It's a very bro-culture in IT/Product, which makes it difficult for women/minorities to succeed.