Great company to work at - Director of Analytics CreditCards.com Employee Review

I started working at CCCOM in Austin toward the beginning of a deluge of changes that have transformed the tech department. We have a lot of legacy code around here, and various management-level logjams have ben broken since then, so we are modernizing our tech stack (and hiring people!) as fast as we can. That means lots of fun new toys, chances to have your voice heard in architecture discussions, and frequent releases to score "wins" as a team. And the teams-- the tech department is growing, vibrant, friendly, fun, and ambitious. Our fearless leaders, Kamelia, Todd, and Paul, are actively setting things up so we can grow and succeed. Some great new benefits were also recently introduced. The new remote work policy frees me up to travel more, and the company will reimburse me for high-quality professional development training.

At the software engineer level, I see two big things that affect morale negatively. The first is legacy code-- you may occasionally be beckoned into a haunted house. Prepare to remember words and software versions you haven't seen in 5-7 years. That sucks, but it's going away as fast as we can kill it. Second is shifting product priorities. As we work to remediate technical debt, we also have to respond to market imperatives. Every team has had their priorities turned on a dime at one time or another. It can be frustrating, but we all understand, and most people here are buoyant enough not to let it bring them down. The new priority is usually interesting in its own way.

It's a long-established, profitable company which has been purchased by a much larger, established, profitable company. If you are a young professional or fresh out of college who fits in with Red Ventures culture, you will do well.

The new parent company tends to be insular, very bossy, highly centralized, and ignores dissenting expertise that come from outside HQ. Company culture borders on tribal, even cultish, which has made for a difficult transition since the buyout. Leadership tends to be domineering and top-down while being all smiles and professing to be free of hierarchy. Because the parent company is based in the Carolinas, they have difficulty grasping the cost of salaries and real estate in Austin. This has negatively affected staffing levels and compensation. The Austin office will lose its bonus plan and transition its benefits to the parent company’s in January 2019. Everyone with knowledge of the business or industry in Austin has been fired or quit. Almost no senior-level talent remains. Thanks to layoffs and attrition since November 2017, the Austin office is now approximately 45 people, down from 120. Any feedback provided by the Austin office to the parent company tends to result in combative, defensive responses from HQ.