Bunchball Jobs & Careers in Redwood City, CA

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30+ days ago

Account Manager »

Bunchball Redwood City, CA

Sitting at the intersection of social media marketing and social gaming, gamification is transforming the way businesses engage with customers and… Glassdoor

30+ days ago

Client Services

Bunchball Redwood City, CA


30+ days ago

Customer Success Engineer »

Bunchball Redwood City, CA

Sitting at the intersection of social media marketing and social gaming, gamification is transforming the way businesses engage with clients and… Glassdoor

30+ days ago

Data Analyst »

Bunchball Redwood City, CA

Bunchball is seeking a Data Analyst for our Analytics team. This is an opportunity to join a… Glassdoor

Bunchball Reviews

11 Reviews
11 Reviews
Rating Trends

Recommend to a friend
Approve of CEO
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Jim Scullion
7 Ratings

    Great individuals; ineffective team and absentee leaders

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Senior Engineer in Redwood City, CA
    Former Employee - Senior Engineer in Redwood City, CA

    I worked at Bunchball full-time (less than an year)


    Great diversity and character in individuals; Engineering has cutting edge toolset selected to solve development challenges (though remains to be executed); The Des Moines office is run relatively well with great culture


    Besides most personal relationships, I did not have a positive experience in many facets of my brief role with the organization. Some highlights that were representative of my experience at Bunchball:

    * Engineering executive(s) were not on-site; the lack of communication & oversight presented obvious challenges
    * I was rarely asked what support I needed to be effective or for expertise over my domain
    * Staff was often absent during core business hours
    * I would regularly call for meetings & conversations that went ignored
    * Team members would often have different answers to basic questions -- everything seemed haphazard
    * Terminations were used as bandaids too often; on one hand, our industry needs to do this more; on the other hand, a termination is a serious opportunity for a team to introspect and self-assess
    * The standard for quality here was the lowest for any product on which I have contributed; all things equal: the highest number of production defects over the longest time, all while there're empty desks at 4pm
    * Office conversation regularly pushed the boundary of what is (legally) appropriate; some could easily claim hostile work environment
    * Senior staff would often not prepare or coordinate before status meetings; in some cases, misleading information was provided to save face
    * Workload was unevenly distributed, creating an unsustainable burden on only a couple individuals
    * Even with a dedicated team, critical releases were postponed for entire seasons due to scope creep and poor planning
    * There was an engineering inner-circle where communication happened privately; if you were not in it, you were on an island
    * In only several months, I was one of five team members turned over: three terminations, two turned-down FT offers; I was a replacement hire as well
    * I offered my constructive feedback before leaving the organization; it was not followed-up on

    One reason I joined Bunchball was for the personal relationships. I would invite others not to make the same mistake; conversations about joining Bunchball should include frank discussion about change and firm expectations for you & those you'll interact with. I would suggest having them documented. I wish the organization the best in improving, but I think they need outside experts to drive it, substantial autonomy for new senior staff, or a solid kick in the pants.

    Advice to ManagementAdvice

    * Honestly acknowledge your shortcomings & mistakes -- in doing so, you'll vet your decisions more closely and manage risk
    * Don't experiment with people; screen candidates thoroughly, commit to them, empower them, and groom their contributions; in the time you've taken to cycle through talent, you could have hired solely for culture and trained on... everything
    * Offer clear executive direction and guidance: a united team toward united goals
    * Offer career development to those employees who you may deem as stopgaps; again, you could have trained them by now
    * Consider hiring a consulting firm like ThoughtWorks
    * Hire an onsite engineering manager to fight for engineering best practices instead of against them
    * Backfill the project manager or merge it with a senior engineer role
    * Commit to automation and automated testing
    * Hire devops to own CI -- it's diluted across too many people
    * Expand the team and begin killing technical debt; explore root-cause
    * Restrict responsibilities from existing senior staff and transfer them to new, experienced talent; level the workload
    * Don't confuse transparency as weakness -- transparency is a leadership style you need to identify areas for improvement

    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

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