If you enjoy chaos, shifting leadership, and learning through trial by fire with zero training, this might be the place for you.
In my first five months, I had four different managers. That level of turnover alone should tell you something about internal stability. Consistency in leadership was nonexistent, and priorities changed weekly depending on who was in charge at the moment.
Training was virtually nonexistent. New hires were expected to perform at full capacity without clear documentation, structured onboarding, or defined processes. There were no formal change logs or tracking systems for product updates, which led to engineers unknowingly breaking existing functionality — and then everyone scrambling to figure out what changed and why.
The product itself was consistently over-promised and under-delivered. Customers were sold functionality that either wasn’t fully built or wasn’t ready for rollout. As a frontline employee, you’re left absorbing frustration from clients about issues you have no power to fix. It becomes a cycle of apologizing for a system that simply doesn’t function the way it was represented.
Since the acquisition, advancement opportunities appear heavily skewed toward individuals brought in from the purchasing company, while long-standing and local employees have faced layoffs. The message feels clear: legacy employees are expendable.
Office culture reflected instability — multiple rounds of layoffs, constant restructuring, and little transparency. Morale was low, turnover was high, and trust in leadership eroded quickly.
