ROLLER reviews

Unfortunately, the company has a high turnover rate, particularly during probation. It’s widely felt that passing probation isn’t the norm, and decisions often seem to rest heavily on whether you’re liked by the CPO, Rich. If you’re not in his favour, it can feel like there’s little chance of staying on. To succeed here, you really need to be outspoken or carry a strong, confident presence — sometimes to the point of ego. Culturally, it’s a very tight-knit and somewhat cliquey environment. Many team members spend weekends and holidays together — think group ski trips and social gatherings — and there’s a strong unspoken pressure to immerse yourself completely in the company to feel like you belong. Lastly, it’s worth mentioning how some members of the executive team conduct themselves at company events. It often feels like a “boys club,” where typical boundaries are overlooked. Alcohol flows freely, and unfortunately, I witnessed behaviour from some senior male leaders that was overly familiar and inappropriate at times.

The company has recently implemented time tracking for the Engineering and Product teams. While leadership has communicated that the primary purpose is for CAPEX reporting and to demonstrate to the board how much effort is spent on new features vs existing infrastructure the process is fairly granular. Specifically: • Time will be tracked weekly by the hour using Tempo. • All time entries will require manager approval. At this stage, it’s positioned as a reporting exercise, not performance monitoring. That said, it’s worth approaching this change with awareness. The introduction of hourly tracking can have broader implications depending on how it’s used over time. Be warned.