Airship reviews

******You won't learn about the items listed below without earning the trust of people across teams. If you are interviewing here for jobs in the Engineering and Customer Success departments, the only idea I can think of is for you to see if you can meet someone from the team confidentially for coffee. That way they can give you feedback and can speak honestly without fear of retaliation.****** -There no way to give anonymous feedback safely. They use Peakon survey's for feedback but teams are so small that your manager could easily identify you based on recent conversations you had with them or recognizing your writing style should you provide comments. There have been instances of silencing those who speak out about why they are leaving even when those people were *not* slandering the company. Leadership/HR just cannot handle anything that might be construed as negative being heard by others. -Managers desperately need training (of all types). There are more bad managers than good ones and they keep getting promoted (see above about no safe feedback). I've brought up a few examples of bad behavior once to HR and they seemed totally surprised despite common knowledge of one particular bad actor. Another person who had a track record of being really bad with communication got promoted to the head of a department that affects all areas of the company. Now that team is so bad that everyone sends private direct messages to the only person on the team who is friendly/helpful and not a total jerk. Again---everyone knows exactly what this department is and who I'm talking about but I've been here long enough to recognize when nothing will change. -Implicit bias training needs to happen regularly. One manager told multiple direct reports that UA had "solved the race and gender issues" and it will be no surprise that this was a white male who has had a track record of saying things that easily cross the line. When the company was about to go through a hiring surge, there was a one-off implicit bias training scheduled and this manager didn't show up because he "...already went to one of those last year". Note that this one example can be extended to many other managers with the exception of 2-3 people (across the org). A recently-retired person of leadership even made uncomfortable comments about the appearance of a female coworker having such a "beautiful picture" that was being displayed that "she could be a model" and this during the annual company kick off meeting...

In the last few years there has been a few rounds of mass layoffs as they continue to try and "right the ship." Once the leader in mobile engagement, but has more or less been lapped by the competition. Half baked roll-outs in attempt to play catch up, at a premium price make sales cycles less than ideal. The product team is passionate, but in a market that has evolved they have failed to remain in front. Upper management and executives have mostly worked with each other in the past, and are remote, and disconnected with the day to day. Most concerning is their complete disregard for data and analytics, which they put behind their own ambitions and egos. It's difficult to take executives seriously when they are continually travelling on what is seemingly a vacation, with work, and selfies somehow fit in between.