Avantages
Remote-first. ... Salary adjustments last year were a nice bump for a lot of people. ... I like Bryan Dove more than most folks seem to. I think he's a good dude, at least as far as CEOs go. A lot of the heat he's taking probably belongs to the private equity folks who are really in charge, and there's some things I remember differently than how they've been described here. Also, on more than one occasion, I was quite blunt with some criticism, and never faced any repercussions for it. ... Regular company- and department-wide Q&As, while they don't provide as much transparency as claimed, are still good, and tough questions do get asked. ... The Channel Advisor folks might be cool. I didn't get to really interact with them, but there's hope, and hope is good, right? ... If you say on here you didn't get an exit interview, and they can figure out who you are, they will apparently contact you for an exit interview.
Inconvénients
Private equity owners mismanaged acquisition of us and our failing competitor in 2020, driving out our old CEO and putting exclusively folks from the failing competitor in charge of individual departments before hiring a new CEO, who was stuck with them when it became clear that was not a great plan. ... As has been mentioned, after another recent merger, a third of the company got whacked, because that's what private equity firms do. ... Bryan (who, while I let him off the hook above on some things, has still disappointed on many others) made very clear that the layoffs were not based on performance, and seems to think that's a good thing. Of course, there haven't been official performance reviews in probably two years. ... A large portion of the old CommerceHub had already bailed after working with the main app and/or the new department heads from the acquired company. ... The head of HR: Nope. ... Major decisions don't appear to be well thought out. Example: a major re-org in 2021 seemed to be completely random, with few SMEs staying with their products, and little transition time. ... We all thought we were building a new main product after that re-org, except some of those department heads from the acquired company, who somehow talked Bryan into building on their old product instead. ... This product is a weird mix of Rust, TypeScript, and PHP, with inconsistent code quality - in one repo, I ran the linter after I made some minor changes, and it changed pretty much every single file, because nobody had ever run it before. And parts of it can still only be deployed by a single person. ... The legacy Hub product has its own issues; it's an ancient monolith mixed with pieces that have been broken out into newer services, many abandoned before being finished and left to rot. (Follow-through was never our strong suit.) A completely new solution was and is needed. ... There's not much interaction between teams, and you don't really get to meet new people. And as most of the folks I had known for a long time started leaving, I was left feeling very isolated. Social rooms in Slack are pretty dead. Upper management regularly flies in somewhere for in-person meetings, but there are no meet-ups for the littles. ... I was told that the latest career ladder placed the highest engineer under the lowest architect and manager, as opposed to the parallel ladders that had been in place. Although, I can't be sure that's correct, because they never put how actual titles map to their 1-8 scale in writing. ... It took many months longer than they said it would to come up with that ladder; actually, most things done by upper management took many months longer than they said it would.