LaunchDarkly reviews

Poor leadership up and down the org. Lazy culture - no accountability, follow through, responsiveness from colleagues. Poor collaboration across teams. No 401 k match. Reduced education and work from home stipend. Overly woke culture. No bonuses. No promotions. No regular raises and/or no raises at all. Ridiculous "plan on a page" busy work to document goals that people do not execute upon. Poor communication across the board.

- LaunchDarkly was a company with a lot of heart who cared about their humans. This were reflected in their company values and in the actions leadership took. People noticed it was a unique place when interviewing and working at LaunchDarkly. This sentiment is largely gone. I believe leadership will believe this is simply the residue of sentiment that is left after layoffs, but that isn't the case. It was possible to make hard decisions while demonstrating that LaunchDarkly still valued their employees, or were compassionate. - Dan is absolutely going to improve some areas of working at LaunchDarkly and the product. I believe it was time for a change at the company in terms of leadership. But he is doing so in a way that demonstrates a lack of care for the humans behind the roles and titles. There are demands to drop everything and start new projects. When the projects are delivered there isn't even much recognition after the fact. There were layoffs with severance packages that demonstrated team members were not valued for their contributions. LaunchDarkly had the resources to treat our outgoing employees generously, and chose not to. It's been really disappointing to see. You will just be a number at LaunchDarkly. I've been part of other organizations that demonstrated deep care for the people who joined their teams, even when those employees were leaving. That is not the case at LaunchDarkly. - LaunchDarkly leadership tends to operate in the ways companies did 20 years ago, a very top down driven organization. As an example, they instituted 2 policies during the tightening of the purse strings that they made exceptions for, but only for senior leadership. Instead of a servant leadership mentality where leaders very strictly adhered, but only made exceptions for front line workers, they took the opposite approach. Senior Leadership could get promotions, but ICs did not. Senior Leadership could get exceptions for travel, but ICs could not. Their actions demonstrated their underlying values about the hierarchy of the organization. They did not keep their people leaders in the loop. People leaders often found out about things at the same time as ICs. They left their front line workers in a spot where they had to answer IC questions without context. Many of their actions demonstrated that their underlings served them, instead of being a broad team where everyone served each other as team members and colleagues.