Databricks reviews

Databricks has hired about 6,000 employees since I started several years ago. I don't believe my experience at the company is common for field engineers. I cannot leave Databricks fast enough. The only thing keeping me at the company was my RSUs, but the potential windfall from RSUs isn't worth the stress and misery at work. Let me give you a snapshot of the last six months: 1. Peer was told he was being put on a performance plan, and he needed to find a new role. He wasn't given any paperwork. He reached out to HR only to learn he wasn't on a plan at all. His manager fabricated the whole thing. Manager was not terminated. Team member was moved to new group. 2. A female team member calls me one day to say HR is investigating her boss because of a sexual harassment claim stemming from a dinner we attended. She told me I would be contacted by HR to share my version of what happened, and not to disclose she reached out to me. HR never reached out. 3. My manager joined my first customer meeting, which was at a well recognized company. We were meeting with their VP of Data and Strategy who happened to be a woman. My male manager explained the value of the platform to her with the analogy of "baking a cake for your husband". I was asked he not be a part of future meetings. 4. Forget taking vacations or sick time. One of my account executives went to my manager while I was on vacation to cover a call. My manager responded, "I'm good at assigning accounts and filing [overlay requests]". 5. My manager NEVER gives me performance feedback. When I ask for feedback, I'm told everything is fine. I get to my review, and I get all sorts of constructive feedback. And, you can't switch teams or roles unless you're exceeding expectations. Its this sadistic way to trap you in a position you hate. 6. I've been on the phone with colleagues either crying or irate, shaken by a call with their manager. Except for semi-annual employee surveys. I have never been asked for my point of view on the company or team. From my vantage point, you keep your mouth shut and work or they have a pipeline of applicants ready to take your place.

The company’s rapid growth trajectory makes it challenging to preserve its unique culture, raising concerns about potentially shifting toward a less agile, more bureaucratic "day 2" organization. Aggressive sales targets and high-pressure culture can sometimes conflict with the core leadership principle of "customer obsession," creating tension between meeting quotas and prioritizing customer needs.