> Meetings upon meetings upon meetings because we are so top heavy that if they weren't constantly in meetings, I honestly don't know what leadership would do all day.
Hah, at a previous employer (and we were only ~300 people), we went through three or four rounds of layoffs in the space of a year (and two were fairly sizeable), ending up with ~200. But the "leadership team" of about 12-15 always somehow found it necessary to have an offsite after each round to ... tell themselves that they'd made the right choice, and we were better positioned for success and whatever other BS. And there was never really any official posting about this on company Slack, etc. (I wonder why?) but some of the C-suite liked to post about them on their LI, and a lot of very nice locations, even international.
Just burning those VC bucks.
> You have to go through a change committee to do basic maintenance. Director levels gatekeep core tools and tech. Lower levels are blamed when projects faceplant because of decades of technical debt.
I had a "post-final round" "quick chat" with a CEO at another company. His first question (literally), as he multitasked coordinating some wine deliveries for Christmas, was "Your engineers come to you wanting to do a rewrite, mentioning tech debt. How do you respond?" Huh, that's an eye-opening question. Especially since I'm being hired as a PM...
Hah, at a previous employer (and we were only ~300 people), we went through three or four rounds of layoffs in the space of a year (and two were fairly sizeable), ending up with ~200. But the "leadership team" of about 12-15 always somehow found it necessary to have an offsite after each round to ... tell themselves that they'd made the right choice, and we were better positioned for success and whatever other BS. And there was never really any official posting about this on company Slack, etc. (I wonder why?) but some of the C-suite liked to post about them on their LI, and a lot of very nice locations, even international.
Just burning those VC bucks.
> You have to go through a change committee to do basic maintenance. Director levels gatekeep core tools and tech. Lower levels are blamed when projects faceplant because of decades of technical debt.
I had a "post-final round" "quick chat" with a CEO at another company. His first question (literally), as he multitasked coordinating some wine deliveries for Christmas, was "Your engineers come to you wanting to do a rewrite, mentioning tech debt. How do you respond?" Huh, that's an eye-opening question. Especially since I'm being hired as a PM...