- Regardless of your pillar or business unit - expect a very top-down, waterfall approach to planning which means rigid estimates and timelines. When the plan inevitably has to shift, it leads to endless trade-off discussions and friction. This leads to burnout and disengagement for many, me included.
- Engineering is often tasked with estimating high-level requirements and when larger estimates are provided to account for ambiguity - pressure is applied to reduce them. Though not always unhealthy, the speed and intensity this occurs at Checkout is.
- Re-organisation is a common occurrence. Both local (i.e within the pillar/business unit) and within the business. Some people that have worked here for 4 years have seen five or or more team changes - usually (in 90% of cases) not initiated by them. i.e stuff happens to you and you have to deal with it.