The work environment is weighed down by intense micromanagement, where you have to constantly justify every decision and plan you make for each feature to your superiors. What makes this frustrating is that many of these managers have never actually used the technologies they ask you to implement, yet insist on their approach. There is little real seniority or strong technical leadership, meaning guidance is scarce and many decisions feel disconnected from practical realities. The business and tech teams often clash, demanding better results without providing realistic deadlines, resources, or clear priorities.
There is significant psychological pressure to meet KPIs with very limited support or mentoring to help achieve them. When issues arise, blame falls squarely on individuals, while successes are broadly attributed to the whole team, which can feel demotivating. Engineers bear the brunt of the workload, often doing tasks that should be handled by business or design teams, which leads to burnout and unclear boundaries around responsibilities. Adding to the strain, some managers demonstrate dismissive and disrespectful behavior, intensifying stress.
Another important drawback is the compensation. Salaries are quite low, especially considering that developers handle many different parts of the project, including responsibilities that other teams (like business and design) should take on to complete a feature. This imbalance, combined with the workload and lack of support, makes the overall situation challenging.