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Procore Technologies

Engaged employer

Great product and talented people, but poor career growth opportunities - Senior Software Engineer Procore Technologies Employee Review

3.0
1 June 2026
Recommend
CEO approval
Business outlook

Pros

- The company is full of talented, friendly, and supportive people who are generally excellent at what they do. - The overall culture is positive and collaborative, although there can sometimes be elements of favoritism or "inner circles" among certain managers. - The product itself is strong and well-established. Regardless of which area you work on, you can take pride in building something that delivers real value to customers. - Engineers are given ownership and opportunities to contribute meaningfully to the product.

Cons

- As a large organization, the company has many engineering processes and approval layers. While these are intended to improve quality and consistency, they can sometimes slow down execution without adding proportional value. - Career progression lacks transparency. Expectations for promotion are often unclear, making it difficult to understand what is required to advance to the next level. In practice, promotions can feel subjective and dependent on individual perceptions rather than a well-defined and consistently applied career framework. - Working within a large monolithic system can become boring after you become familiar with the stack. Aside from some scale challenges and database/query optimization work, there may be limited opportunities to see new technical problems or explore different architectural approaches.

Explore other reviews about Procore Technologies

1.0
25 Apr 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Total compensation is not bad

Cons

The company has been stuck in a cycle of layoffs, reorganizations, and sudden priority shifts for years. When headcount reductions don’t go far enough, “performance” becomes the fallback justification for exits, even for people who were previously considered strong contributors. Turnover is high across multiple teams, and it’s common to see groups lose several people in a short period of time. A recurring pattern is cutting higher-cost roles and then rebuilding similar functions in lower-cost regions, often framed as “global expansion” or “strategic growth.” In practice, it feels more like cost-cutting for optics rather than a real investment in long-term capability. This contributes to instability and a sense that employees are interchangeable. There is a widespread belief inside the company that going to HR can put your job at risk. Multiple employees across different teams have experienced negative *consequences* shortly after raising concerns, and this perception has become part of the culture. People openly warn each other not to involve HR as it will only make things worse. Trust in HR and leadership is extremely low, and feedback mechanisms are performative rather than genuinely a pulse check on employees. I know of leaders who have attempted to de-anonymize anonymous surveys. Operationally, coordination across time zones and locations is poorly managed, which slows down even simple decisions and adds friction to day-to-day work. Workload expectations often exceed staffing levels, and priorities shift faster than teams can realistically execute, leading to burnout and frustration. The company used to have a much stronger culture, but over the last few years it has deteriorated significantly. Many employees who were once proud to work here now describe it as a place they’re trying to leave, not grow with.

10
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