GoodRx reviews

Planning is always late and there are frequent organizational changes. It gives the feeling of disorder in upper management. The lateness in planning leads to cycles of almost no work to be done - to suddenly massive spikes of work once planning is completed.

While the company has made some visible efforts to improve performance, broader structural and cultural challenges continue to hinder progress. Leadership tends to prioritize perception and internal alignment over substantive delivery and technical excellence. As a result, meaningful impact is often sidelined in favor of image-driven initiatives. The organizational environment can feel politically charged, with limited space for collaborative problem-solving. High-performing individuals may find it difficult to thrive in a system that rewards optics over execution and where constructive feedback is often misinterpreted as dissent. Moreover, there appears to be a lack of long-term product vision and investment in talent development. Technical leadership is undervalued, and managers are often better known for controlling narrative than for enabling teams. This culture has contributed to high attrition among strong contributors and reinforces a cycle where blame and role ambiguity persist.