Rackspace Technology reviews

This place will kill you emotionally. Leadership doesn't look at the intangibles, they focus on the numbers. There's no concept of growth, just ensuring that numbers are hit, at any cost. Layoffs after layoffs to ensure we hit the right number for the stockholders, which is a joke at $2 a share. Rackspace acquires companies, and then takes a year or two to dismantle what made them successful, and proceeds to destroy what it used to be. This place will kill you mentally. Amar will talk about how great things are, and then the next week we'll layoff another 10% of the workforce. He won't be happy until 90% of the company is offshored. I wish the market was better, because once you're here long enough, you don't know how to escape this place.

- Pay is below market value in almost all positions. - There is no career pathing if you want to be more than an individual contributor. - There are no meaningful raises. - Teams are denied back-fills or told they could only hire from low-cost regions (Mexico or India). - Jobs are eliminated or "best-shored" at an increasing pace. - C-Levels are unaware or do not care about the fallout from their decisions around priorities or staffing. - People are laid off, or reprioritized, and then your group gets the luxury of meeting with C-Levels every week to explain why your numbers are down. - ELT demands high output while also denying us the necessary tools, resources, and headcount to meet these demands. - Critical tools and resources are eliminated in the guise of consolidation and increasing efficiency but are all about cost-saving measures. Leadership is too cowardly to come right out and say that. - Constant change in leadership at every level means we are always pivoting messages and tactics. - Everyone is rushing around to show leadership that they are doing something, but a lot of that work isn't impactful or revenue-driving. - High performers are lucky to be rewarded with more work and responsibilities and nothing else to compensate them or help them get this new workload done. - No consistency of leadership. In my time here I've had 11 manager changes - after two per year. There have also been seven or more sales leaders, six CMOs, and four CEOs - all with their own agendas and goals which means we are constantly activating on new messaging and priorities.