As others have noted, under its current leadership structure, morale and product innovation have plummeted. The engineering culture in particular has faced a precipitous decline. Teams silo themselves in their respective Slack channels and very rarely, if ever, is there any cross-team communication or awareness on what other teams are working on and what the organization's collective goals should be. All hands meetings are spectacles, complete with a clueless CTO who sputters and stammers through haphazardly thrown together presentations on company direction and goals, often leaving the rest of the team dumbfounded. Suggestions have been made for ways to combat this decline in morale, only to be told "Yes, we're working on it", with no visible results or "We don't have the resources" from managers that seem completely indifferent to these concerns in the first place.
Several bad apples are allowed to rot the rest of the bunch, with brazen bullying and intimidation over the public and private Slack channels and through confrontations in team meetings. When people have complained about these issues to HR, the response is a collective shrug and "What do you want us to do about it?"
Like most startups and mid-size companies, finding a trajectory for career growth is a challenge and opportunities can be limited just because of the size of the team, but management is especially opaque in what the levels are (they say "they're coming") and expect everybody to somehow just pick a ladder. **A company of this size does not even have an org chart!!**
In addition, the company intends to increase the headcount of the number of software engineers without hiring in the proper support areas such as ops, that enable these engineers to do their job. Because of the lack of support resources, critical infrastructure goes unmaintained and properly deploying something can take forever. Not to mention there's a horrendous lack of documentation on anything and knowledge sharing outside of one's own team almost never happens.
