Hy-Vee Software Developer reviews

no proper planning process is not good, toxic manager

Unfortunately, the engineering organization lacked dedicated leadership focused on mentorship, growth, or sustainable delivery practices. Engineers were often expected to meet deadlines that were often set without technical input, many times requiring overtime or unsustainable effort, with little concern for long-term impact. There was a noticeable divide between engineers and leadership/business stakeholders, which often felt more adversarial than collaborative. Feedback or suggestions for improvement were typically dismissed, ignored, or discouraged with phrases like, “It is what it is,” signaling a resistance to change or accountability. Opportunities for career development were limited, and engineers who voiced ideas or concerns were sometimes made to feel like they didn’t belong. In my view, a healthy engineering culture depends on listening to the people doing the work, and that was not the case here.