Engineering management has never had any political capital to speak of, so product management runs the show. This means features, features, features before any kind of long-term or (ironically) sustainable strategy for scaling up, e.g. paying down the astonishing tech debt; automating and eliminating toil; setting, training for and enforcing code quality standards; involving all relevant parties in long-term project/architecture planning discussions, etc.
The company as a whole seems to prefer to exist by word of mouth alone. Almost nobody writes documentation for anything they work on, no matter how much you ask them to. Add this to a reasonably high turnover and you're left with few people who really understand any given project.
Belligerent and needlessly aggressive management styles are tolerated at all levels.
It's no secret that the energy industry as a whole can use some very old and clunky tech, and there are many understandable reasons for this. That being said, many of the tech choices made internally by a company this young are frankly baffling, and make development slower and more error-prone than it needs to be.