Sigma Computing reviews about "manager"

Same things you can expect from a rapidly growing company. Something else to note is that there can be definite improvements in DEI&I, from a recruitment perspective and internal HR perspective.

Work can be stressful sometimes

On the one hand, having two founders who are brilliantly technical means there are tremendous opportunities to learn and grow. Both Rob and Jason actively and regularly push and review code. However, they both much prefer doing to teaching/leading, so less experienced engineers often find themselves floundering. I'd also be remiss if I didn't mention that one of the founders has a rather contentious approach that not everyone enjoys. If you work in a similar part of the codebase as him, you'll have to prove to him you know what you're doing before he trusts you. In the absence of that trust, expect extensive PR reviews. Feedback loop is nonexistent - both IC and managers often have no idea how they're doing until it's too late. Iteration speed is often high, with it occasionally impacting work / life balance. Leadership is a bit of a stickler about coming into the office.

Managers demanded 5 days a week in office, while other departments got 3 at most. Expected a lot out of SDR's while they didn't really do anything...

My manager led me to believe that I was doing what needed to be done, meanwhile the demands of the position were shifting and I was given no opportunity or training to try and fit the mold.

- Excessive control and oversight, coupled with a lack of autonomy and independent thought. The co-founders of the company tend to involve themselves in a lot of projects (unfortunately, on the final stages), neglecting the focus on strategic, high-level issues as they should. They also fail to nurture their staff. Instead, both of them chose to contribute to the code. - Immature management style. Instead of concentrating on the necessary tasks, a significant portion (though not all) of the company managers and senior employees strive to please the co-founders. - Absence of personal and professional growth — the career ladder remains intentionally ambiguous, and the feedback from management lacks practicality. Professional advancement hinges on project completion rather than impact or influence itself. - Bad company culture. Recent abrupt departures (including layoffs) have created voids in both the company's culture and its org structure. Core teams are overworked and demotivated, some of the team members explore opportunities elsewhere. - Lack of good product management. Much like the co-founders, the PMs lean towards the other important tasks rather than setting a clear vision for their domains.

Hiring could be more cautious.

There is what I can only describe as a culture of firing, fear mongering, and micromanagement. Jobs are consistently threatened, people drop like flies. Entire teams get cut without—from my perspective—a plan and isn’t related to performance. Lots of gossip circulating around the SF office, oftentimes in public office spaces. Morale is low and no one seems to trust anyone else. Consistent leadership shuffling leads to ICs left with little direction. Leadership also seems to disagree often; I received conflicting information from leaders on a regular basis. I wouldn’t take the risk, even though Sigma offers high salaries and competitive benefits; decisions are made so abruptly that you could be looking at job loss or a new manager every 6 months without any idea as to why.

They recently brought in a new BDR director who was a BDR 5 years ago. She knew someone high up and ended up getting a role she’s not fit for. She changed how promotions works and brought in her own former BDRs without even putting them through the proper interview process (didn’t do a final interview)