Triple Point Technology
Triple Point Technology – Stellenbosch
QA Analyst Stellenbosch, South Africa Job Duties: • Create, review and author test scripts and Quality Assurance documents • Automate test… Glassdoor
Triple Point Technology – Chennai
Job Duties: • Global IT support using ProcessPoint ticketing system • Network administration of our corporate domain: creating, deleting… Glassdoor
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I worked at Triple Point TechnologyPros
I have experience at some very well run companies. This is not one of them. There are many people at TPT who are as good as any you will find in the professional world: smart, hard working, professional, and generally fantastic people to work with. And, some of TPT's clients are leading organizations, and if you spend time with those clients then your time will be well spent.Cons
However, facing off internally hurts due to a lack of management expertise at the middle and senior levels. The company knows sales - and has gained enough new customers to out pace the drop off from those clients who bought the rampant overpromising of sales process and then realized their mistake (as in: promised features and timelines for customizations based only on what sales thinks the most senior client approver will believe, because sales knows once he or she signs the deal, they will be unable to back away. That's pretty much how industrial level software is sold, not just TPT).
There has been no focus on developing management, who have little experience in well run companies. The management is great at mustering resources around a sales call but lousy at actually managing: creating a culture of cooperation and success, enforcing accountability and transparency in decision making, identifying and resolving communication and territorial conflicts, identifying and growing talent. Only recently have more experienced managers started to appear, but that’s only as window-dressing for the sale of TPT to Ion Trading (July 2013).
Being a company still largely run by early joiners - who lack the managerial expertise required to run an established organization - this can be a very painful place to work.
The HR department: staffed and run by unqualified individuals who do not seem to know much about HR - they apparently have connections to the founder. This area is disliked by most people in the company because of HR's attitude: the employees are sources of complaints and problems, rather than being clients. The HR folks do the minimum because they literally don't know any better. Consider the company-wide performance review system: there is none. Consider benefits: changed health care providers every year. Consider raising a problem with them: you will be made to feel like you are the cause of the problem. Consider the exit interview: not a single question about "what can we do better as a company" - just a COBRA letter handed over the desk. And the HR people themselves have only the highest view of their own capabilities.
The client facing services organization: stocked with wonderful, hard working people, but managed by people with little ability to assess skills and performance and no ability to place people in appropriate roles. We all witnessed a parade of inept program managers who were brought into face off with key clients - an ongoing problem. No manager paid for the mistakes, which of course were repeated.
The development department: until recently run by an early joiner whose short term decision making created an organization focused only on the loudest-yelling client, with no support for technical innovation or creating cooperative internal working relationships. The company purchasing TPT considers all of TPT's software to be out of date from a technological perspective. This is not to blame the many excellent, hard working and intelligent engineers who work tirelessly and are the backbone of the company - again, an area that is stocked with talent, but formerly run by a poor manager.
The functional analysis group: stocked with talent, but run by an early joiner who's only management skill is organizing a sales demo. He does not understand how to foster an environment of success, recognize and grow talent, or fight for his team in conflicts with other areas of the organization. He is rarely physically present - he lives 1,000 miles from staff, and only interacts with the same three or four individuals he's always known. He leans on people who know the TPT applications inside and out and not necessarily people who know the business or know what's best for clients or know the best way to mature the product or his organization, because knowing the (insanely arcane feature set of) the application is the one skill he values above all else. This is understandable - given the company's focus on sales. But it is not what is needed.
The successes you do see are down to the many pockets of excellence below the senior management level but they are unfortunately the exception.
So, the bottom line: do I approve of the CEO? If my goal is to take a 10 person software company and grow it into an 800 person sales machine, then yes. But do I want to work for him or recommend his company to my friend? No.Advice to ManagementAdvice
Get some.Doesn't RecommendNegative OutlookDisapproves of CEO