Hopper reviews

Employees deserve a work environment that values their contributions and treats them with respect. Unfortunately, my experience at Hopper has been far from satisfactory. I was tasked with promoting Hopper as an employer of choice, yet I found myself excluded from participating in the benefits of equity and salary increases. This discrepancy left me feeling undervalued and disengaged. Moreover, the behavior of certain managers at Hopper has been deeply concerning. These individuals exhibit a superiority complex and regularly engage in obvious microaggressions. Such behavior creates a toxic work environment that undermines employee morale and well-being. It is disheartening to witness discrimination and disrespect within the company, especially when it goes unaddressed by the leadership. Hopper lacks a cohesive company culture. Its values are a carbon copy of Amazon's, lacking originality and failing to create a unique identity. This lack of a distinct culture leaves employees feeling disconnected and without a sense of belonging. Furthermore, the relentless emphasis on individual performance. Instead of fostering collaboration and support, it breeds a cutthroat environment. To improve employee satisfaction and create a more positive workplace, Hopper must address these issues urgently. All employees should be given the opportunity to participate in equity programs and receive fair and competitive compensation. Management should undergo training to foster respectful behavior and be held accountable for their actions. Additionally, Hopper needs to invest in developing an authentic company culture that promotes employee engagement and a shared sense of purpose. .

The CEO has an obsession with single-threaded ownership and applies it an inappropriately granular level. Teams are built around a single feature and actively discouraged from communicating with any other teams, even though everything is going into the same app. This also means that anything that has an impact broader than a specific feature is effectively ignored. The pager rotation is shared by a broader organization, but because that organization is wider than a feature-specific team, problems with the health of the pager rotation are lost in the spirit of STO. Team leads are left to deal with all of the issues, but middle managers and directors just coast along because nothing is ever their problem by design. Developer health is an absolute disaster. Barely anyone that has been at the company for more than a year is on the pager rotation, and somehow the data-driven management can't connect the dots. Retention is not even on the radar. Additionally there's a racist undercurrent in management decisions. Customer service grunt work goes to the Filipino team, and developer grunt work goes to the Colombian team. Hopper claims to have a remote-first philosophy but undervalues any work done outside of North America.