Flock reviews

Do not join the sales/revenue side of the organization unless you are fully aware of what you’re walking into. The environment is extremely aggressive (violent) and often feels unsustainable. Daily pipeline reviews and relentless pressure on top-of-funnel generation leave little to no time to actually advance or close deals, which ultimately undermines real revenue production. There is also a significant gap at the leadership level—many senior leaders have never sold the product or worked directly with end users. This disconnect shows up in expectations, strategy, and execution, creating unnecessary friction for the team. The company will likely continue to grow and may have a successful IPO. However, the sales organization, as it stands, prioritizes activity over effectiveness, and that comes at a cost to both performance and morale.

Major disconnect between C-suite and mid-level management, continuing downward to software engineering team. Both device firmware and cloud backend teams consistently deliver under-tested, buggy software which create continuous dumpster fires. Hero culture: Team member value depends upon who can grab the most high-visibility bugs to fix. Engineers compete for top hero spot. Will backstab to get out of responsibility for bugs, failures, crappy architectural decisions, etc. Not a lot of depth to the backend team, so architecture is crappy. Actual development tickets get less attention than the dumpster-fire-of-the-day issues. Endless weekly architecture/bug discussions, rehashing the same stuff from week to week. Not much actually happens, unless it's to address one of the weekly dumpster fires.