It's easy to see a connection between the cons that exist currently and the public having gone public in December of 2024. The training process is rushed and slipshod, focusing on developing a bare minimum understanding of the platform itself and not nearly enough on either the complex nature of how customers use the product or the machinations of the job itself. An attempt to standardize processes that are inherently complex in an industry that is not one-size-fits-all means that there is very little room for error at the pace and volume in which things are expected to function. And against that, It too often feels as though the metrics by which we are measured are not the same for other teams internally, and the performance of those teams maintaining too much of an outsized influence on our own metrics. Additionally, going fully remote has meant that everyone's experience within the company is directly connected to the performance of and relationship with their direct manager, as this is the only internal contact there is a direct and consistent line of communication with. Product improvements are relentless, but too often it feels like there is an insurmountable disconnect between external education, internal education, and deployment, leaving the people meant to serve as the 'tip of the spear' as though they're frequently on the back foot. Quality control seems to be lacking as well as several 'improvements' are launched with large product gaps or an overestimation of market desire. An over-reliance on Slack for communication of all kinds makes it nearly impossible to quickly and efficiently solve even the most simple of problems. And while there's evidence of growth existing at one point or another, the metrics-driven culture within the volume we're operating has made it nearly impossible to be curious about additional paths, growth, and taking on responsibilities beyond what's asked for in the job.
