Poor execution and no direction - Engineer Deel Employee Review

This is incredibly helpful, specifically from the engineering point of view. I also 100% agree that we must build best practices for Deel at our current and planned scale that aligns with the complexity of our workforce sitting remotely across the world, we need to communicate and educate on our total rewards philosophies and practices (ie we have annual compensation review and quarterly promotion cycles - but we just launched them in July as we were just 12 months into true scale and product to market as well as headcount growth), and we must continue to improve upon our hiring practices across the board but specifically for senior management and leadership to your point. As with most start ups we have promoted and even hired first time managers, which means that we must double down on training and management development. We have specifically been looking to balance our internal promotions with external hiring to ensure that we bring on people that have the experience to scale Deel for us and for our customers. This initiative will continue as we have senior roles open. You are also spot on with objectives and key results being clearly defined and scoped. This has been a work in progress for the past 6 months specifically and we are still learning and developing our process as its still been very fluid with how fast we are growing, adding new people, and needing to scope work. Finally, regarding total compensation, we do have a location based pay philosophy. Some companies do and some companies don't. Since we do, we look at market rates for the job in the country of residence of the person becoming a contractor or employee to extend a competitive offer. We do not intend for less expensive talent to win out over more expensive talent though - we desire to hire the best, most qualified person for Deel independent of where they sit. So this is something I want to take back to the team to ensure is not happening as you say or does not continue to happen. For stock compensation, this is typical - earlier team members took bigger risks and as the company continues to move through funding rounds the risk for people who join in these later stages is less so we see stock option grants acclimate to the risk and funding round. We do have new hire grant targets by job profile (and these are global targets, not local) and its important to us that team members are owners and have the opportunity for a payout and reward at an IPO or liquidity event. We need to do better at communicating the value, which is still significant, to candidates, new hires and incumbent team members. Overall, relevant review and we appreciate it!