There is a severe lack of investment and trust in product leadership. The CEO would decide what products were going to be built (often bowing to pressure from the sales team), which produced half baked features that weren't validated in the market. When those features failed, there was also no chance to improve them unless high value customers screamed their heads off (media hub, mobile galleries, google places, etc.) When you try to ship features perfectly, and don't improve them later, you get a Frankenstein product that's super hard to maintain and difficult to use for customers. The product roadmap is a total mess, and leadership changes their minds every quarter, so we switch directions before we can see a plan through to the end. It's incredibly frustrating for the team and there is a sense that we get nothing done.
- A LOT of talented women in PED were pushed out or fired
- I saw about 3 people get promoted in my department the entire time I was there over 3 years
- there's a ton of office politics, resulting in favouritism and gaslighting
- 10% of the company was laid off after over-investing in a bad new markets strategy
- 30% of the the remaining company was laid off due to COVID-19. Turns out a tech startup in the travel space doesn't do well in a pandemic
- this is a sales driven organization, not a product driven one - so prepare to build one off things that only help a big customer, and build to spec based on their needs
- HR's main function is protecting the company, not the employees
- you're at the mercy to what Instagram/Facebook allows you to do. Their API changes frequently and you have to drop everything to fix it
CR's clients are almost exclusively in travel and tourism, and DMOs' tax revenue are being decimated. All the tech leads and Director of Eng quit recently. Join CrowdRiff at your own risk.