Here's the part where I wish wasn't true but unfortunately is: Culture is a shell of what it was (you could blame covid, expanding remote workforce/acquisitions , C-suite changes, etc.) but it has become watered down and next to nada. Torc is plagued by out-of-touch management and HR, many of these roles could be 1/4 of another person's responsibility and still be executed at the same level. The concept of 'hungry, humble, and people smart' is noble but is rarely the case as these values are not what actually pushes someone internal to the company forward (HR rather just hire 30 more engineers than fixing core problems with people management) There is much to be said about the value of 'institutional knowledge' and loyalty which, unfortunately, amounts to very little upward mobility potential. These may be isolated, but ineffective and out-of-touch decision-making by management. Requirements, design choices, road-maps, are handled by a select few (which is not always wrong), but when these game-plans finally do trickle down there is often a disconnect in proposed technical direction from management to product owner/deliverer, which could have mitigated. This overall planning/design inefficiency (which often leads to wasted time/capacity/resources) does not bode well for both company prospects and employees long-term. Torc along with every other company in this sector is R&D based with a speculative focus for prospects on the horizon (take that for what you will regarding job security), as such, come crunch time there can be a lot of finger-pointing and outcropping of egos which suffocates productivity and aforementioned work-culture.
