Orchestra Software reviews

Dear Anonymous Former Employee, I don’t believe thanks are in order for your review, but regardless I’ll thank you for lighting a fire within me to finally respond to one of these volatile reviews on Glassdoor about this company. I’d like to share with you my brief story: I came to Orchestra Software from a varied background and walked into the pretty typical start-up (fun, beer-centric and snacked-filled) offices in Hillsboro, OR. My first days were filled with meeting people from many different departments and soaking in the culture this company so heavily relies upon. I very quickly realized there was an inherent passion for what this company was doing (building/supporting brewery back-office manufacturing software) which meant doing everything in our power to put customers first. I was surrounded by individuals who were so driven that I didn’t know if I would be able to get up to speed and cut it. The engineering team was one of the most social and helpful teams I’d ever come across, and to this day still are. The solutions team was a random mix of individuals that had spent time in nearly every department within this small company and were able to make magic happen for customers on a daily basis, and still do. The support team was small, with some incredible individuals that could answer any question on any topic for internal employees or the customers. The consulting team was made up of a handful of people, who were impassioned and worked their butts off to train customers on the software while building a lasting relationship with them. The now-COO was a part of this team at this time – more to come on her later. The HR and accounting teams seemed to have it all together, and the Sales and Marketing teams were both single-person show. I couldn’t believe the self-imposed onus on individuals across the company to get the amount of work done. Even the CEO and CFO (the two business owners), had their hands in the mix with prospects, customers, and employees. So, if you can imagine, I was amazed that a company of under 50 people, were doing so much! Stepping into any new job, I was ready to work hard, prove myself and provide value in my role. As I ramped up in my position and spent more time working at Orchestra, I not only started to get to know my peers across the company, but also began to have more interactions with management across the company (during meetings, when I had to ask a million questions throughout the day, while we were all together during a quarterly All-Hands event or at the annual user-conference). At this time, I was less than impressed with the management team. While they were (almost) all fantastic individuals, there were some quirks that made me feel confused. One manager made uncomfortable comments during 1:1 meetings, another manager forbade anyone from walking over to ask questions of their team (how is one to learn if they can’t ask questions?), a prominent manager kept dropping the ball on very serious personnel issues and another manager simply got angry at their team for asking questions and challenging the status quo, stifling personal, team and company growth. This was all witnessed or experienced by me personally. There was no gossip about it, it just was. These individual managers, whom you referred to as “well-respected,” by today’s standards and resumes should by all means be high-level managers, directors or VPs. Whatever that next “step on the ladder” is. However, I know Orchestra recognized these behaviors as being repetitive, unhealthy and flat out wrong. For our company and honestly, for any of the individuals whom reported to them. It took myself and other brave individuals stepping up to ask questions like, “is this how we do things,” or “I feel as though I am not getting the answers I need,” or “this happened and I don’t think it’s right” for there to finally be change. It’s now that I’d like to refer back to our now-COO. While this behavior from some management was occurring, our COO was working at the ground-level in the consulting realm, tasked with implementing numerous customers all at once and growing their knowledge of the business. Hard-work, ridiculously long hours and amazing customer and peer feedback helped them get a promotion to department manager. As manager, our COO experienced the behaviors of the surrounding management team. While there were, and still are, some of the best managers I’ve known on that team, I know without a doubt that our COO stood up and questioned the ‘why’ behind fellow manager’s motives and styles. I believe this was also the time our CEO decided to bring in a leadership coach to work with that team and hopefully one day, the entire company. The “Continuous Improvement” you so eloquently mentioned refers to not only our product and process, but also our people. This environment is one of change and challenge, and those individuals (ahem, our COO) who welcome that mentality, succeed. When the company decided to restructure the management team (as I recall around early/middle of 2017), our COO was once again promoted, to VP of services. More involvement in multiple services teams gave our COO more involvement and oversight, also more knowledge of the inner-workings of the company. Then, at the end of 2017, the COO moved into the role they still hold today. This new position meant a world of new responsibility, one of those being involvement and communication in the departure of certain management. In my book, this was a long time coming for many of those individuals, and a decision that was NOT made solely by the COO. I can only imagine how difficult that was. Yes, our COO bypassed “more senior VPs on the way.” Bravo, I say! This shows that Orchestra doesn’t believe in the typical corporate ladder. You don’t have to put in decades to move up, or even climb one rung at a time. I really hope you don't believe that advancement and success should come via tenure and a job title. I hope anyone who reads this letter (yes, even you Anonymous Former Employee), can or has recognized someone who is meant for great things when you see them. For a company to recognize talent, brains and the insatiable tenacity to help this company become the best it can be makes me proud to work here, to advocate for Orchestra and to work under our COO’s leadership. I might not be “one of the COO’s best pals,” but anyone here can recognize how far we’ve come during their tenure. I’ve not heard the gossip about current and past employees you speak of. What I have heard are authentic and sometimes difficult conversations about perceived attitude, areas of improvement, next steps, and always asking for feedback. It is ignorant to say or believe the COO speaks with contempt, mocks and bullies, and flat out lies. The COO’s role, as I see it, is to question everything to keep our company moving forward efficiently. It is unfortunate that feelings or fragile egos were hurt if the COO questioned what/how you did something to ensure no possibilities were missed. I don’t know when you left or were let go, and I truly wish you the best of luck on your own path. I’d like for you to know that Orchestra continues to grow. It grows with people that are filled with passion, sustained by feedback and eager to develop. It grows under the leadership of our CEO and COO, who have a beautiful vision for what we can accomplish, together. Where this company is going, there is no room for conceit or cockiness. Under our COO, many people have grown, been promoted and have the opportunity to become great. It is with courage and kindess that our COO leads. Sincerely, Anonymous Current Employee