If you like learning and personal growth, Civil Maps is the place - Software Engineer Civil Maps Employee Review

I hope you find your peace. Working at Civil Maps is hard. We are rapidly growing and the dynamics might seem overwhelming. Any fast growing organization has to reorganize itself rapidly. For example the org structure at Google when the company first started changed several times in one year. You cannot onboard people and expect them to stay in one position if you expect the company to grow and scale. Companies have to promote individuals or play to a person's strengths while continuously organizing themselves to handle the fast growth, customer demand and market dynamics. There are several methodologies on this topic. Kaizen is one of them; continuous process improvement is essential to get a better outcome. The theory behind Kaizen is to stop the process when you find friction, make amends to it and optimize it until the whole process feels like a rocket ship. Resisting change will result in perpetuation of stale processes with high friction, where people have to spend more effort for simple tasks. At Civil Maps we highly encourage process driven innovation. Everyone at Civil Maps has fought for a seat at the table and they are building value in the company. Management is working with each individual helping them identify how they can improve. I don’t necessarily see this feedback as something bad. The general public trusts us to do the job right and do it to perfection. We are building mission critical safety software wherein the passenger is entrusting their lives to the autonomous vehicle technology we develop. We are legally obligated to scrutinize every single line of code by NHTSA. This company is not meant for everyone and we are happy that you graduated to a new organization where that might not be a requirement. We encourage unhappy employees to leave, it is more healthy for them and healthy for the company. We don't wonder why people quit. We are perfectly aware of each individuals capacity and their want for growth at Civil Maps and we are actively building an ecosystem where they are setup for success. Prospective employees: The nature of the problem is such that we request employees to deliver 110% of their effort. Civil Maps is a hard place to get a job and it's a fast pace of work is indeed very tough. It is not right for everyone. We thrive on individuals who focus on personal growth and career advancement. Our goal is to mold the best most coveted engineers because they were trained at Civil Maps. We see the growth of our employees as #1 priority for our company’s success. We find that many of our ex-employees who graduated or didn’t make the cut go on to find well paying jobs in other companies because of the skills and training they procured at Civil Maps. Responses to statements: Execs say "if you don't like the culture here, then just leave." Do the top execs wonder why so many people quit? Yes, we expect people to fit into the culture rather than stay and be unhappy. It is in everyone's best interest to part ways if there is too much friction. "They are still trying to solve the same tech problems after more than a year. Other AV companies already have better products. Other companies can map hundreds of miles per week. Why not Civil Maps?" We have one of the fastest and most cost effective map generation engines in the world. That's why customers come to us. Without it we wouldn't be able to justify our existence. Fingerprinting and low cost compute has disrupted the market and our customers are raving about it. Not sure why you seem to think otherwise. "Hiring process is not professional. One candidate was left waiting in a room by himself for over an hour while people debated what to do with the candidate. That is a red flag that they don't have their act together." We have a great hiring process. The candidate was waiting on their final job offer and they received one. Not sure why that is bad, it saves them a trip and a multiple hour commute to come back to the office. Additionally, it's the interviewers responsibility to coordinate with the candidates, and the software engineer's responsibility to focus on their work. Not sure why this was a concern for you to highlight...