Backstop Solutions reviews about "software"

Lack of industry knowledge among client facing folks Slow moving development cycle Lack of Vision Strong Bureaucratic culture among those that were left after the large shake-up Presence of strong diminishing marginal productivity for the interested scholars.

The software Is severely outdated and in desperate need of overall revamping. There are so many issues with the software it’s extremely hard manage upsells and retain existing clients. Most of the P & D teams clearly have no idea how most of the features work. Many individuals who had working knowledge of it have left.

New senior officers, unclear vision, multiple recent changes (new CEO being one of them), inability to dismiss employees who aren't doing a good job, sometimes don't utilize employees to their full potential, unclear path for job opportunities within the company

Experience as a software engineer can vary since each team develops its own mini culture. Cross team pairing or collaboration was more common with immediate team members than with engineers from other teams. Although Slack definitely helped bridge that gap, on my team it was more common for day to day work to be done without a pair, which can have a negative impact on accelerated learning, especially for newer team members. There wasn’t much freedom to move to a different team. My team, which I was a member of for several years, had little technical mentorship or leadership. Frequently, team members, including the tech manager, lacked deep technical knowledge of app components or features. In addition, there was minimal understanding or guidance on dependent frameworks. Learning frameworks was on you to get the job done. At times it felt like technical knowledge needed to be independently sought after instead of freely communicated. Some, but not all, of engineering management will have high expectations for everyone but themselves. You are expected to wear multiple hats especially when staff was low in terms of devs or immediate talent available. The technical manager tended to avoid or had no desire to learn implementation details and left little to no feedback on design or good practices during code reviews. Sometimes it can feel like there is no appreciation for the difficulty of the work being done. Speed was more important than quality and technical debt wasn’t addressed as often. These are some factors that contributed to slowdown in development from my experience, and can make software development seem dull or insignificant.

- Upper Management are completely clueless as to what they are doing and are just attempting to survive within the company but add no value at all to the company success - The CEO consistently employs and promotes male leads over females, and shows favoritism towards male employees - The company are laying off knowledgeable staff, and giving others incentive to leave due to lack of career development and terrible upper management who don't have a clue about their staff or the product - The acquisition of Cogency was not well thought out, and thus outdated software seems to have been purchased for absolutely no reason and at the cost of good employees jobs. More money should have been spent developing the Backstop platform than making bad investments. - The company is a sinking ship with endless unhappy employees waiting to leave - Poor pay rises for hard working individuals

Buggy software, fast release cycle.

software is difficult to learn and takes time culture is changing which is sad Lots of smart people have left after a few years

They put up fake Glassdoor reviews to try to paper over the toxic culture that's grown as the management that has any experience working for a software company has all either left or been forced out and replaced by people who couldn't hack it in finance. The Peter Principle applies to just about everyone above the IC level in the org chart. The fake reviews talk about a lack of politics and a feeling of accountability. Maybe they should hold people accountable for the bad decisions of the Board of Directors, like the nightmarish outsourcing process and the terrible code they're producing, or the lies that the CEO of the company told us to our faces about that process. They're hemorrhaging people from the most technical and hard to hire roles and don't seem to understand why so many of us left, often not even bothering to schedule exit interviews with us. There's a lot of duplicity and lack of accountability throughout the management structure. The company's goals seem aimed at appeasing the CEO's ego instead of actually making a product people want to use and helping them learn how to use it. Development priorities were rearranged after he discovered people were making fun of him and his software company on a private mailing list. The new CTO wants developers to own their code, but organizational dysfunction means you're too busy putting out fires for the largest clients to ever spend time fixing past mistakes. They are too afraid to let you ship anything remotely risky in an innovate or die space. When everything is priority one, nothing is a priority. Tech stack is Java and Oracle. Nothing is clustered, and the project that was working on that was shuttered and that team all left. There's barely any validation on anything in the back end, though this may be changing. We went through a whole process of developing and articulating values, and then the company reneged on them in the space of a year. If you're desperate for a job, and can make it through their unnecessarily stringent US interview process, you could also just get hired at a place that will pay you what you're worth and treat you with respect.