Beyond, Inc. reviews

Beware what you hear from recruiters and interviewers. Standard, or even conventional, ways to move from team to team do no exist. There is a site where you can ask the CEO questions, but it will politely correct you that he has "gone fishing" and will be too busy to answer any questions for months on end. New hires are assigned to teams often at the very last minute, meaning any indication from the interview is likely incorrect. Our technology and applications drain the life from developers. Every application is labeled legacy. Methods deprecated ten years ago will never be finally removed. No one advocates for the improvement of our systems or processes; thus, developers with even minimal amounts of pride in their work inevitably leave. Established technologies are dismissed in favor of quirky out-dated in house solutions. The organization lacks direction. One minute, we can't hire fast enough; the next, we're laying off dozens of employees. At company meetings, the software architects laugh at remarks from the CEO and president about the future of our technology. The leadership loves to view themselves as leaders of an innovative "tech company", but do not possess any technical expertise themselves, nor do they seek the advise of the trusted employees within the company. The bleak view from here will not relent anytime soon.

The executive team, particularly the president. They repeat constantly that they have a "flat" organization, but they elevate themselves above everyone through their attitudes and actions. It's common for employees to be criticized and ridiculed in group settings, as well as in private, by certain executive-level managers. The president and CEO have no filter and often say offensive and inappropriate things in front of the whole company. They have shown that they don't care about what the employees have to say (even though they pretend to, and often say that they do) by administering surveys and getting conclusive responses, and then doing something completely different. The CEO will explain it away by saying something about his personal philosophy being different. The president is a ruthless micro-manager who seems to feel no remorse when firing good people who don't deserve to be fired so that she can supplant them with her hand-picked replacement. The culture of fear trickles down. If you hear a rumor that the executive team is considering changes to your area of the company, or that someone didn't like the information you shared in your last report, you start updating your resume. The "bonus" is a bad joke. Everyone gets an equal share of the pot, which is pretty small to begin with. They start the year saying everyone will get a bonus worth about two weeks of pay. Not bad. As the year goes on, though, the pot gets smaller and smaller. By Q2, it's down to a week and a half. By Q3, it's barely over a week. By Q4, we get hit with a massive lawsuit and the bonus is down to 3-4 days, and we don't get it until March of the following year. It's just strange and hard to be "grateful they offer a bonus at all" when expectations are set so high early on and the delivery is so disappointing. Nepotism is rampant. There are so many immediate relatives reporting to immediate relatives it is hard to believe. Promotions go to the people who are most popular, or who suck up to their bosses the best. You often find very skilled, capable people reporting to inexperienced people who don't seem to know what they are doing.