TripAdvisor Senior Product Manager Jobs

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3 days ago

Senior Product Manager, Core Product Commerce

TripAdvisor Newton, MA

Though still in early stages of growth, we are building Instant Booking to be a lynchpin product at TripAdvisor. Already receiving critical acclaim… TripAdvisor

3 days ago

Senior Manager, Usability and Research

TripAdvisor Newton, MA

· Establish, optimize and manage user experience methodologies, incorporating industry standard best practices · Coordinate and execute… TripAdvisor

3 days ago

Group Product Manager, Site and User Experience

TripAdvisor Newton, MA

senior-level Group Product Manager with a passion for travel, a penchant… TripAdvisor

3 days ago

Technical Manager

TripAdvisor Needham, MA

TripAdvisor for Business (T4B) is seeking a Technical Manager to help lead and grow our fast-moving engineering team in TripAdvisor’s B2B… TripAdvisor

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TripAdvisor President and CEO Stephen Kaufer
Stephen Kaufer
168 Ratings
  • 17 people found this helpful


    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee
    Current Employee - Anonymous Employee

    I have been working at TripAdvisor full-time (more than 3 years)


    Smart CEO
    Global leader in the space
    Great, high-margin, sustainable business model
    Known and trusted brand worldwide
    Bright, experienced, talented and motivated colleagues
    Usually there is good work-life balance, interrupted by bursty but fairly regular insane stretches


    An obsession with measurement leads to missing the bigger point all too often and driving perverse incentives as well as a silo'd, unhelpful org structure. A few examples - a product team wants to experiment with a promising new feature, and suspects it would drive more user engagement. But if that metric has not been previously identified as important or is difficult for someone in sr management to understand, then either the project will get killed or won't be applauded. Meanwhile a minor turn of the screw on a revenue-generating feature will require an all-hands on deck effort ironically without any holistic analysis of the ROI of that effort. In other words, hooray that we raised revenue on that feature by .5% but at what cost (direct cost and opportunity cost)? No one knows, because no one measured it. Further, you have sales or BD teams feverishly optimizing around their singular metric and potentially squandering a customer or partner opportunity for a value trade that is sub-optimal. If teams had better alignment and communication, TA could figure out the best first home for a customer and partner and work out the most logical order to grow that customer and mutual value. Sr management rarely cares about nor addresses this conflicts, it takes a few employees who care about the bigger picture - at direct personal cost to their own short-term success - to effectively do the right thing.

    Lots of hiring but without any evident positive effect on the process and products. One eng group has grown 2-3x over the past year, and the release process is totally chaotic and broken. Honestly things worked better when we had a few great engineers vs this mess of people all stepping on each other.

    The company constantly says that it is metrics-driven and a meritocracy, but when a team or an individual delivers on and *exceeds* stated goals (in some instances by 50%-300%), there is still unbelievably wide latitude given to management with annual reviews, awarding bonuses, and advancing employees -- coupled with the most opaque system I have ever witnessed. Zero transparency on the review, comp and bonus process. People should not be shocked during their annual reviews, especially when they over-deliver; they should be thanked and properly compensated. And - it should go without saying - employees should have expectations properly set by managers well ahead of the annual review. Much more training is needed here, and it needs to be pushed aggressively as a cultural norm to have open and host feedback with regularity.

    Majority of the focus in on a few small teams to eke out teeny tiny improvements to optimize revenue

    The weekly reports and product reviews talk about +.3% wins and similar micro-steps, which on the one hand makes sense for this relatively mature company, but also is about as dull as dirt in terms of interesting projects for smart people to work on longer term career objectives

    Promotions are virtually nonexistent, but the company is happy to ask already-busy people to take on additional roles during times of turn over.

    A lack of interest in retention has led to high turnover by really talented people up and down the seniority spectrum.

    There has not been a head of HR in well over a year, which speaks volumes about where the priorities and values rest.

    Lack of any organized effort to integrate acquisitions - teams, products, assets, etc.

    New opportunities (revenue, tech, partner) have no logical evaluation process or home / team. You could take a promising oppty to 3 different teams without any commitment or next steps from them. As a result, Trip misses out all of the time on being early to market in new areas and then turns around and blames people internally for not being part of the "cool new thing." Also very US-centric sr mgmt team POV. If they have heard of the company or technology personally, then they (sometimes) rally behind it, but if it's huge in a foreign market, good luck getting anyone's attention until it's way too late to structure a substantive agreement.

    Advice to ManagementAdvice

    Senior management should launch an aggressive and humble 360 degree audit of itself and the talent at Trip.

    This has been said before, but the exec team should take on a listening and learning perspective and assume it has strayed quite seriously in serving the broader team.

    Forced ranking systems have been shown to be inherently flawed again and again across the market. What do I do if I have a team of rockstars, do you really want me to force rank someone great into a "needs improvement" category who has outperformed? On what basis?

    Metrics have their place, but if they create perverse incentives, gamification of the system, and overly-complex matrices and endless reports that absorb employees' and managers' time (versus the work they should be doing), it's time to reconsider them. Also, if in some cases the reporting systems are unreliable, why are we tying incentives to them at all?

    When the financial incentive to refer a new employee outpaces the likely bonus available to an existing employee, you can imagine what kind of motivators and messages that delivers.

    Hire a competent COO STAT.

    Doesn't Recommend
    Positive Outlook
    No opinion of CEO

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