- Design is not taken seriously as everyone says it is. The fact that the design team reports straight to a product management team is organizationally wrong (in a modern tech company) and prevents any opportunity or autonomy for designers to do more than just make "pretty" interfaces and clean up messes from product management. Design never had the opportunity to bring GoodRx's product to the next level, it was often limited by decisions by product management.
- The level of talent and skill in some recent hires are questionable, especially when you compare it to the skill and talent of many folks in other tech companies.
- Silos, people are nice and smart at GoodRx, but it never felt like there was cohesion or a lot of collaboration in general.
- Remote office/work challenges. Working out of the San Francisco office, it often felt like SF was the orphan child that no one cared about or forgot about. Often felt like we were left out of conversations, it was definitely a common feeling amongst those in SF.
- The company is still trying to branch out (which isn't necessarily a bad thing), so there are challenges and constant shift in priorities and directions as GoodRx is branching out horizontally into other markets.
- While upper management (Doug and Trevor) are great, middle management is the opposite. There is definitely bickering and politics amongst people leading different organizations (especially product management). You'd think a smaller company would have less politics, but I thought wrong here.
