Avalara has had the same CEO for 18 years, from inception, through IPO, going private, and what is expected to be a second IPO in the next few years. This has led to a legacy culture where a lot of new ideas are given lip service, but not a lot is actually done. Enterprise level initiatives are made mandatory through policy, but are left to the teams to solve on their own, leading to redundancy, inconsistency and inefficiency. The company espouses it's culture as unique and revolutionary, but in the end the culture is little more than wearing orange and telling senior leaders what a great job they're doing. No one seems to want to actually be critical of the way things are, and when you do speak up, you're just pandered to until you go away and get in line. The company is 100% vested in overseas employee growth with over 50% of employees now in India and a large portion in Brazil, only adding to the inconsistencies and inefficiencies mentioned earlier.
