- Misleading “remote” policy: They advertise remote flexibility, but employees are required to travel about every six weeks (twice per quarter) with zero exceptions or flexibility, even when personal or family conflicts arise.
- Leadership conflicts and favoritism: The CEO and CPO are in a relationship, and she oversees “People and HR.” That dynamic gives her invisible power and influence, and when she doesn’t get her way, things quickly turn unprofessional. The President’s daughter was hired as an intern, further highlighting the nepotism that shapes decisions. It’s a company led by relationships, not merit.
- Toxic internal culture: Everyone seems to date everyone, and leadership turns a blind eye, creating blurred lines, favoritism, and cliques. Professional boundaries are nearly nonexistent.
- Unrealistic workload: Engineers are told to stay at 80% billable, but most run closer to 90%+ just to keep up. Burnout is common and TURNOVER IS CONSTANT! Departure emails are biweekly on average.
- No real growth path: The engineering career path has been “in development” for who knows how long, but never actually finished. Advancement depends on who you know, not what you contribute.
- Performative values: The company loudly promoted DEI when it was trendy, but dropped it completely when politics shifted, showing it was about compliance optics, not conviction. The culture now lacks diversity and mostly attracts single, non-family-oriented employees who can tolerate constant travel and high stress.