Executive leadership was pretty out of touch with those below the VP level. Their focus for success could shift in an instant, and results were expected with unrealistic timelines more often than not. Pressure to meet deadlines would pour down to the bottom of the food chain, and caused quite a few people to leave each year. When asked what the company would do to reduce turnover (same question asked several times over the course of many years), the executive team would always answer as vaguely and indirectly as possible, sometimes even promising a solution that was “in the works” only to never come to fruition. They’d rather talk about how well we did on Black Friday, for example, than employee retention. One executive even suggested it was ok that recent graduates would get hired and work there for a year or two then find a better job somewhere else.
If you were there 2 years or more, it was essentially considered “veteran status”, those with 5+ years at SharkNinja were far and few between, even more so for 10+ years.
At the end of my time, there was no clear definition on how low level employees could move up the ladder. It changed from team to team what they would do in terms of promotions.
