The environment is mature, but there’s little to no structured handover, making knowledge transfer and onboarding extremely difficult. The onboarding process itself is underdeveloped, which leads to confusion and inefficiencies from day one.
The team is small but responsible for a significant amount of work, with minimal guidance from senior leadership. Expectations are often unclear, and support is limited.
The on-call responsibilities were misrepresented. I was told it would follow a three-month rotation, but I ended up on call for three weeks straight, receiving calls at all hours of the night (e.g., 12:00 AM, 3:00 AM, 4:40 AM, and 6:50 AM in a single night). While some calls require minimal troubleshooting, the volume and timing are highly disruptive.
Compensation does not reflect the scope of work. I’ve effectively been asked to perform the duties of three roles while being paid for one. The Unlimited Time Off (UTO) policy is misleading—time off is only approved if you meet a 90% utilization threshold based on hours worked vs. accrued leave, which undermines the flexibility the policy is meant to offer.
While this is a new contract and some growing pains are expected, many foundational elements—such as core infrastructure, processes, and operational standards—should have been established before bringing staff on board. The absence of these basics puts unnecessary strain on the team.
