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I worked at Infor full-timeDoesn't RecommendNegative OutlookApproves of CEODoesn't RecommendNegative OutlookApproves of CEO
Ability to work remote (occasionally), some bright and dedicated people.
I worked at HQ in NYC. I consistently saw a culture where software is secondary to sales (based on company wide communications). infor is essentially a holding company for purchased software companies - companies that the major ERP players did not buy in the 2000s. Much of the software, frankly, is terrible: old J2EE and .Net apps, many of which don't have RESTful APIs. The product teams eschew the call for modernization, driven simply by the need to maintain "old" product backlog requests. Even though I worked at Infor's innovation lab (called Hook & Loop), we found product teams reluctant to adopt modern UI or backend architectures. Moreover, most of the developers @ H&L left due to product team intransigence and lack of CCO vision (the dude literally had a "get into product" paradigm shift every other week). It was often joked that we should hire actors to play the role of engaged developers as tour groups passed through to see static visual designs and proof-of-concept prototypes of non-existent software products. Unfortunately the executive team is dated, all having cut their teeth when on-prem ERP systems ruled. Not one of them has lead a cloud-based software organization and Infor is 4-7 years away from having an integrated cloud stack. This company needs technical leadership and a kick in the pants if they want to be relevant in the next 5 years. Technical innovation and vision somewhere else beckoned me to leave. And I'm happy!
Advice to Management
Stop soft-gloving product teams and push them to innovate in the cloud as API service providers. Also, swap-out "dated" on-prem technical stewardship with a voice that has managed large cloud-based engineering staff. Finally, as long as you remain sales focused and not technically focused, your product will never be market-leading. The street will not continue to accept the "micro-vertical" strategy much longer as smaller, more nimble cloud-first software companies continue to pore into these "niche" market verticals.