As a growing tech company, the only constant is change and we know that change is not for everyone. This company is no exception to the common pitfalls of an unlimited vacation policy.įirstly, let us say that we appreciate you taking the time to put this level of detail and thought behind your opinions of the company and its leadership. Vacations are typically approved but difficult to take without frequent interruption.
Otherwise, expect 50-60+ hours per week on average or more. Work life balance seems to be great for a large portion of leadership. Leadership contributes to this negative culture with their actions (or lack thereof) while spouting platitudes from Tony Robbins about the power of positivity. Lots of finger pointing and lack of trust and support. Since inflation eats at base compensation each year, this MBO system makes each passing year more difficult to be paid competitively, incentivizing people to leave over time. MBO bonus system is entirely dependent on the discretion of your manager with setting goals and meeting them, and management isn't consistent on when bonuses are paid. Priorities are dictated mostly by what the loudest customers are asking for, not by innovation, forward-thinking or strategy. Lack of proposal/response subject matter experts. Rapidly changing priorities with poorly defined vision, which is especially dangerous given the company's precarious situation balancing time and money between the old and new product. The disastrous new product launch forced the company to extend the lifetime of the old product while the new one continues to be fixed and enhanced, causing cascading challenges across the whole organization while the company struggles to support both. As a result, the product launch has been disastrous and the impact has the entire organization scrambling to save face, with many now believing that decision was the final blow to an already struggling company. Worse yet, the CEO seemed to be on the side of the 3rd party when concerns were raised during development of the new product, leaving the 3rd party to their own devices.
#Rocketdocs broomfield co software
Jason Pappas has never led a software company before, resulting in bizarre decisions such as bringing in a 3rd party to lead development of the new product. Many employees hold the belief that these leaders aren't fully "in it" with them to the level that they're asked to be, namely because of the lack of vision, direction, and output from these leaders. The attention of some leadership, including Jason Pappas (the CEO), is divided between RocketDocs and other business ventures. Instead, many simply watch their team struggle while sitting in their ivory tower alleging they spend their time strategizing but the strategies either aren't completed or are abandoned because of rapidly shifting goals. For a company of less than 50 people, leaders are needed who can not only develop strategy but also get their hands dirty to help lighten the load for their team. While leadership does have a few engaged and experienced people, too much payroll is going to too many do-nothing executives who only contribute strategy and either lack the skills to assist their teams or simply refuse to contribute. Historical issues with overpromising and underdelivering have most teams having to focus more on who they are going to disappoint versus who they can help, crushing company morale.
Company is severely understaffed for the number of customers and the aggressiveness of goals. Most "lifers" at the company have also left, leaving huge gaps in valuable institutional knowledge that helped make the company successful in the first place. We watched the company lose the entirety of the product team twice over in the past three years.
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