Work life balance is awful for many teams, while others have excess spare time and need to be tasked more.
IC teams are often spread across multiple time zones reporting to one manager.
There are far too many projects.
There is very little focus on excellent operations in the core services and stacks, resulting in near-constant emergencies for engineering teams.
Project management is too busy to dive deep on the projects they own.
As another reviewer has said, every sprint, every project you do here will be interrupted by other projects and emergency priority shifts.
You likely will not have time for personal learning and self-directed growth.
Leadership's idea of how to handle things that aren't getting done quickly enough or that are failing is to tell people to just get things done, no matter what it takes. "Executive A said so" or permutations of it will become a mantra.
Lots of top-down management. They want to hear whether projects are on or off schedule - not the work being done in the trenches. Most leaders don't know what their teams are feeling, what morale is like, what bandwidth is like, etc.
Malwarebytes can't decide if it wants to be a cool teenager with cool products for everyday consumers, a mature enterprise technology company, a unicorn, a mid-market niche player, or an MSP/small mom-and-pop enabler. It's clear that the hands at the tiller don't know where or how to steer the boat.
Hiring expectations/requirements are very low. You'll find yourself surrounded by a weird amalgam of sprinkles of amazing talent, along with a majority of average and low performers.
Cronyism and favoritism. The leaders are importing people who think the same way they do and with whom they have previously worked, almost exclusively. There is a distinct absence of healthy disagreement.
If you want to survive as a manager, practice saying yes.
Leadership have little experience in large/successful companies.
If you have a good idea, chances are someone else will absorb it and it will be repackaged as their idea.
