Code3 reviews

Since joining the company, the environment has been marked by repeated layoffs and ongoing instability. These cuts have created significant staffing gaps that have never been properly addressed, leaving remaining employees to absorb increasing workloads with little structural support. Teams are consistently overextended, and while leadership is aware of the resourcing challenges, there has been little meaningful change to address them. Instead, the burden falls on employees to “figure it out” and keep client work moving despite unrealistic workloads. A particularly frustrating dynamic is that employees who go above and beyond to cover gaps are often praised for stepping up, but when the inevitable decline in quality or bandwidth happens elsewhere, the same individuals are criticized rather than leadership acknowledging the structural issues that caused it. Executive leadership also feels disconnected from the day-to-day realities of the organization. There is a noticeable lack of visibility and engagement from the CEO and senior leadership team, which contributes to a growing sense that employee burnout and morale are not a priority. Overall, the culture has become increasingly reactive and stressful, with teams doing their best to deliver under circumstances that feel unsustainable.

Over time, change and churn made it difficult to maintain continuity or deliver consistently high-quality client work (change is a constant, so this isn’t something that was unexpected). There wasn’t a clear structure in place for knowledge sharing or documentation, so a lot of institutional knowledge walked out the door as people left. Teams were stretched very thin, often juggling too many accounts or responsibilities at once, which led to burnout and made it hard to be proactive or strategic. As a result, client work sometimes suffered despite everyone’s best efforts.