25 Reviews
In the past it was good for learning and growth, not so much any more. Reading the fake GlassDoor (and I assume soon Blind) reviews posted by HR is amusing.
The management treats everyone as dispensable foot soldiers; do not expect individual autonomy or for management to trust the technical opinion they hired you to give (even staff/principal level is ignored by non-technical EMs) Every little decision goes through a horribly slow top-down process to the point where most technical staff are almost completely paralysed from being able to make progress. And the joker “VP Eng” at the top of it all is totally ineffective and unable to think strategically because he doesn’t know how to delegate and is so overwhelmed with all the micromanagement. We have multiple different incompatible versions of our main product, with the legacy version that is still live and in use by customers just being left to rot, with bare minimum bug fixes being piled on top of the ever increasing mountain of tech debt. Even apart from this, each client has a snowflake instance and everything is constantly falling over. On comp, they’ll give you what seems to be an attractive offer at first, but which you quickly realise is the best you’re going to get - no matter how long you stay (no bonus and paltry yearly increments). They’ll then nickel and dime you on office equipment and expenses, and you’ll spend hours in procurement emails with 20+ people copied in the thread. This for the sake of a USB C cable or printer paper, etc… On the non-tech side of the org, the founder is a one-trick pony who figured out how to do cheap credit analysis in India and repeatedly monetises it in different ways. That’s what his past company which he sold to Moody’s did, that’s essentially what OakNorth bank does, and that’s what the OakNorth Enterprise platform attempts to do. He’s now styled himself as a “tech bro” with a treadmill desk and is attempting to repackage his classic trick into a product. However he has no idea how to build a product team, and his impatience with the process is leading us to burn through product people, CTOs, VP Eng as he randomly fires them. When this happens the rest of the eng org is thrown into disarray as we scramble to meet deadlines or implement massive rewrites demanded by the new guy(s). Through his leadership the company flails around randomly, having had engineering sites open in Gurgaon (closed due to poor performance), Bangalore (quietly closing in a shady underhanded way due to poor performance) and now Hyderabad, it seems to be that the strategy is to keep trying different cities until it works. The various offices in Asia have all withered and died, and after a massive lay-off last year even the London office is haemorrhaging employees to the point that they can’t back fill the positions. So what do they do? Set up a new engineering site in the US! 8th time’s the charm.
Natalie Hughes led the McKinney North attack with 17 kills.
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