- There have been other negative reviews left from past employees and interviewees, that have somehow been removed. This is an example of the CEO's significance, determination, and lack of openness to feedback.
- To say there is high employee turnover would be an understatement. In the year and a bit that I worked for SN over 20 people either left or were let go. The team was only 13 people on average.
- SN has been trying to hire developers for over 3 years now.
- Micro-management is often disguised as collaboration. At the time, almost every project was going through the CEO for approval. Unfortunately, there was also a constant fear of projects not being "perfect" so shipping projects often took months longer than they should. Successively this meant that staff didn't feel trusted for their expertise, nor that they had any autonomy over their work.
- When communicating that employees were leaving or were let go, there was a lack of tact or consideration to how the staff was feeling.
- Intimidation was often used as a motivator. When a bad glass door review was posted we were called into a team meeting and pressured to come forward. Then asked to go write a positive review.
- Once witnessed a male employee mock a female employee in a meeting and the entire executive team laughed.
- The terms "flat hierarchy" and "open door policy" are thrown around. Because employees were often let go without attempting to coach or give the opportunity to correct behaviors, few employees felt safe being honest with their managers about their feelings. Flat hierarchy usually implies that employees can be involved in decision making
-People who are promoted to management roles are great at their craft, not at people management and there is little support for them to develop their people management skills.