TLDR; Be prepared to build sub-par products in a rush, while watching everything you say, and catering to the whims of upper management. -After the acquisition in 2022, upper management seems disconnected from company operations and financial realities. The CEO appears unaware of the day-to-day challenges engineering faces in product development. -The engineering department is directionless due to a lack of leadership from executives. The CTO often placates the CEO rather than advocating for engineering priorities and standing up to impossible asks. This leads to ever-shifting targets. -Continuing from the above, product launches feel rushed, incomplete, and chaotic due to lack of planning. For example, large projects aren't given enough upfront design time. Insufficient testing then leads to quality issues down the line for the customer and significant technical debt for everyone in the engineering team. -Resource allocation decisions are bewildering. Projects that make the least amount of revenue are given lavish amounts of attention, budget, and manpower, yet projects that actually stand to bring in significant revenue from large corporate customers are given almost no people and are put on schedules not conducive to creating a quality product. This results in poor outcomes straight down the development stack, where critical features or vital testing have to be put off or rushed in order to meet aggressive delivery targets decided by management with little technical knowledge of what is required.
