Sales, product, and services are not often very aligned. This can lead to mismatches in messaging (both internal and external) and strategic direction. Sales over promises and over commits and services are generally left to pick up the pieces. This can lead to considerable frustration.
The team in Austria writes most of the software and there is a considerable organisational disconnect between the EMEA and NORAM teams. There is also a perception that PE ownership of the company is driving upper management to make short-term decisions that maximize our short-term value but put our long-term viability at risk. This is just a perception and I'm not sure how true this is.
The interview communicated a different role and different company than I ended up working with. Additionally, many of the support systems that were supposed to be in place for employees were virtually non-existent after the professional development program (PDP). During the interview they stated that each employee would have an individual career development plan and this would allow for rapid advancement within the company. They also overstated that their aggressive performance-based compensation program. Finally, they failed to communicate the pace and frequency of relocation.
Many employees were surprised to discover that the actual compensation after two years employment was considerably lower than what was communicated as median after that same time. This has led to a higher than normal churn rate and overall unhappiness among most of my peers. There is a general distrust of management and lot of grumbling as a result. This obviously can become a somewhat toxic environment. More senior consultants report that there is little career growth and a few have communicated that they haven't had a performance review in nearly two years. Compensation does not match cost of living and nearly all COLAs are rejected. Those that are accepted are considerably below market and disconnected from Dynatrace's peers. Consultants in these high cost markets are either of low quality, limited experience, or limited tenure almost universally.
Relocation preferences are quite hit-or-miss. They are incredibly dependent on luck and availability, and contract length can vary widely. While there are some internal changes to affect the length of contracts, there have been some consultants that were asked to move locations 4-6 months apart with less than two weeks notice and with a fixed relocation budget that's not related to distance or circumstances.
