Tango Reviews

• Hiring and Team Size: There is no apparent strategy or transparent communication around which roles open up and how teams are adding people. It's frustrating for people already here. • Chaotic Environment: Things were better when I joined a few years ago. Right now we are going through a lot of growing pains right now, especially on the BD team. This spring the CEO made some abrupt changes and started overseeing Sales, Marketing and Client Success directly. The changes devastated morale. It was way more fun to be part of a winning team with ambitious goals. Under the new structure, there are more questions than answers - everything is stalling out. • Highly Reactive: Lots of scrambling to catch up. We seem to have new top priorities every week. An OKR framework was introduced by the CEO and COO but few people are using it. • Two Different Cultures: People are either aware of the chaos and getting burnt out (and finding new jobs) or they're blissfully ignorant. Might explain why you don't see many neutral reviews on Glassdoor - they're either all positive or mostly negative. • Tech Lag: We're falling behind from a tech standpoint. Competitors are stealing our strategies and their agile engineering teams are releasing features quicker than we can. It doesn't seem like our CTO is engaged anymore and I don't hear a fix for this. • Hostile Sales Reps: I'm aware of at least one key contributor that left the company because the sales reps were unreasonable and made their life miserable. Not all the sales reps are this way. It's discouraging that the Director of Sales or HR doesn't do anything. • No Vision: Our CEO either can't or won't articulate a vision for the next couple years - which contributes to the reactive culture. • Ownership Confusion: Working cross-functionally is a nightmare. An effort was made to define ownership cross-functionally but it's not working. Getting simple tasks completed for important customers is tortuously slow.

The sales team is generally the only team that gets to bask in the success of this company, despite the fact that the wheels are more or less held together by the sheer tenacity and excellence of the finance and supply teams who generally seem to be the only ones who know how the company actually functions. There is a heavy over-indexing of management within this company that leads to far too many meetings and way too much planning that gets in the way of making meaningful progress. This is only exacerbated by the fact that the company is now more or less 100% remote and there is a tendency resulting from this in some managers to insert themselves into and/or schedule multiple touch-points as a way to justify their salary and position - more on this later. On the development side, you have a CTO who does not appear to have any interest other than maintaining his position and salary. The company claims to utilize AGILE methodology but if you've ever experienced the worst of JIRA you should recognize that this basically means that you will be working through a grave-yard of bug tickets until something big HAS to be released and then you will be on-call and "sprinting" to the finish line. This problem primarily exists because the Sales team drives product development and innovation within the company and as a result, there is a constant "shiny object" syndrome happening. Finally, HR in this company is terrible. Unlimited PTO means you will never actually get to take meaningful PTO (unless you're in sales). Benefits, while once pretty decent, are continually eroded year-after year. You will never see a competitive salary increase after your initial hire unless it is somehow tied to some kind of title change (hence the over-indexing of managers).