The Bad:
That said, ownership can often mean taking the fall for decisions made above you. There’s a strong “books and podcasts” culture, which wouldn’t be an issue if decisions weren’t so heavily influenced by them—sometimes without real consultation with internal teams.
Engineering is considered the core of the company, which creates silos. Engineers are often treated as the "special team," which undermines collaboration with other departments. The Head of Engineering, in particular, tends to reinforce this divide and avoids accountability for poor decisions.
The company is growing fast but refuses to scale its processes. It still operates like a small startup: no clear career ladders, little structure, and inconsistent expectations depending on who you are and where you sit in the org chart.
There’s a lot of talk about hiring at “Google level,” but the reality doesn’t match the rhetoric—and many wouldn’t pass the bar they set for others.
The Ugly:
In Engineering especially, there’s a lack of maturity. The environment is cliquish and hard to penetrate if you're not part of the existing friend groups—many of whom studied and worked together previously.
Transparency and feedback are expected, but rarely welcomed when critical. There’s a culture of protecting certain people from accountability, and honest feedback often leads to awkward mediation instead of reflection.
Work-life balance is a challenge. While no one says “we’re a family,” the expectation is clear: you’re either in 100%—events, long hours, socializing—or you’re not a fit. Saying “no” to cultural norms or questioning the way things are can quickly put a target on your back.