Symbotic reviews

-Poor people management and managers -Almost to none inventory on basic parts used in manufacturing, automation, & robotics; or and most likely, very bad at basic inventory management -Customer sites ops & management hate your guts, as your presence undermines them -poor use of technology for automated system (there does not need a motor/vfd at every length of conveyor: a literal maintenance nightmare) -poorly implemented code and choice of PLCs (the cult of Rockwell) - poorly thought out structures and with no safe or feasible way to fix them (most people are not monkeys, most people use lifts or ladders, which would be safer) -as/rs system that does not work (if lifts need to be calibrated every day, if not every hour, something is wrong, that is creating unnecessary busy work) -charging system uses outdated and/or poorly rated equipment (a simple Google or industry search would inform...) (Osha and most state department of labor would have a field day writing up violations) -no clue to what NEC if not OSHA dictate -do not use proper locks for loto (metal locks with electricity...hmm) -no one wears safety glasses, boots, gloves, nor proper clothing (shorts and t-shirts as well as polos do not belong in factories) -definitely ageist (customer was also racist if not misogynist in some cases) -intimidated easily (or at least my management were) -label printers (but industrial printers never work anywhere, ever)

Leadership beneath the CEO level lacks the experience and qualifications needed to drive innovation or scale effectively. Many individuals in key roles appear to have been selected more for personal connections than merit, leading to widespread issues in decision-making and strategy execution. The company struggles to define itself — it's neither agile like a startup nor structured like a mature enterprise. As a result, internal policies are often vague, inconsistently applied, or used in ways that erode trust and accountability. There is no consistent or transparent recruiting process, leading to candidate experiences that vary wildly depending on who is conducting the interview. This affects both the quality of hires and diversity of thought within the organization. Retaliatory practices are concerningly common. Despite having formal policies against such behavior, enforcement is lax. This has led to a toxic environment for some employees, and the effects have been evident in recent rounds of layoffs, which were perceived by many as targeting dissent rather than performance. The talent drain post-IPO has been substantial. The company had an exceptionally strong team before going public, but many top performers have since exited, largely due to disillusionment with leadership and culture. While the CEO is clearly a visionary and has a bold long-term mission, that vision does not consistently trickle down to the rest of the leadership team. There's a disconnect between strategy and execution that continues to hinder progress. Equity compensation is below industry standards, particularly when compared to other public companies with similar growth potential.