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.
