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Caesars Entertainment

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Very Unstable with Current Management - Digital Product and Platform Services Team Caesars Entertainment Employee Review

1.0
Feb 11, 2026
Recommend
CEO approval
Business Outlook

Pros

Opportunity to wear multiple hats and gain exposure to different systems and responsibilities Strong cross-functional collaboration with other departments Exposure to high-impact production environments Stable payroll and established company structure

Cons

Frequent reorganizations over the past several years have created instability and uncertainty Recurring annual workforce reductions have resulted in lean staffing levels Remaining team members often absorb additional responsibilities without proportional compensation adjustments Compensation may be below industry standards for similar technical roles Limited opportunities for career advancement within the team Shifts in benefits structure (e.g., FTO to PTO, removal of certain paid days off) impacted morale. Everyone below Director level has PTO (hourly staff have to use their own PTO for Holidays, as well), but Directors and above get unlimited FTO. The company tries to tell everyone that this is a good thing for the staff, which simply is not true. Expectations around performance metrics can feel misaligned with staffing levels. Micromanagement is a huge thing in this (DPPS) department.

Explore other reviews about Caesars Entertainment

5.0
Jun 23, 2026
Recommend
CEO approval
Business Outlook

Pros

Great company and opportunities to move up!

Cons

It is a lot of work but very worth it!

2.0
Jun 29, 2026
Recommend
CEO approval
Business Outlook

Pros

Peers and teammates are supportive of each other. For a digital organization, the pay was very good but I believe they've significantly reduced salaries. Some of the managers were very good.

Cons

The Caesars Digital team operated in a flat organization, where some GMs were trying to actively manage teams of 75-150 individuals. Career growth is almost non-existent as a result. C-suite management was non-existent and came from finance or hospitality backgrounds. Org success was purely tied to annual EBITDA and without understanding of how a digital/engineering organization should be run, resulting in disconnected employees (most of whom were remote), lack of scalable structure, and zero oversight.

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