Capital One Sr. Software Engineer reviews

The performance management system is like something out of the Middle Ages, based on a forced distribution at the team level---meaning if you have four people on your team, one of you is going to get a bad rating. This does wonderful things for team cohesion and makes people optimize for very strange things. If you are a software developer, expect to get stuck in an on-call rotation at least once a month and doing a LOT of devops work even if you weren't hired as a devops engineer. Toward the end of my time there, 90% of the work my team did was related to scrambling to comply with some new enterprise-wide mandate (fix X, switch to using Y, etc.). In the end we had almost no time left to build our product. The product owners and tech leads are really out of touch; a lot of them have no technical background. Also, the decision to abolish assigned seating and move to "everyone scramble for a seat every day" (excuse me... "Flex Seating"! Yay!) is a horrible decision. It makes the day so stressful to never have any idea whether you will be able to find a decent seat or not, and yet despite the overcrowding many teams do not allow for regular remote work.

Sometimes too Agile and driven by Product instead of allowing Tech to drive what nees to be done so lots of tech debt