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“Leadership doesn't value real contributions -- Good place to learn and graduate to a better company ”
- Comp & Benefits
- Work/Life Balance
- Senior Management
- Culture & Values
- Career Opportunities
I have been working at Vertafore full-time (more than 5 years)Pros
- Good Pay
- Good Benefits
- Flexible Hours
-18 days of PTO + holidays (24 days after 5 years)
- Work From Home
- Positive Environment (free coffee, ping pong, etc)
- Fun onsite events from time to time
- Talented people in certain places
- Great place to start your career
- Some good modern software development practices, in spite of lack of investment
- High integrity in the workplace, nothing stands out as "corrupt" or "evil".Cons
Leadership And Management
The #1 negative of this company is the leadership. Senior leadership drives their mistakes down to everyone else.
Management is not *bad* per se, but is complacent and refuses to lead. Manager politics leads to silos and hogging of "resources" (people, servers, physical space). Leadership is rarely promoted or cultivated from within the company.
Performance And Pay
Performance is rated by team. In other words, if someone on your team gets an "Exceeds" that _requires_ that someone else on the same team get a "Needs Improvement". This applies even if you are on a team with people who all deserve "Exceeds". The result is that teams don't really trust one another fully because the pay incentive structure is poison.
Despite having the best year ever on record, pay increases this year were mediocre at best. The bonus incentive structure is garbage.
Employees that want a real raise frequently leave the company and come back a few months later.
Development And Testing
Many projects are handed carte blanche to offshore development teams. Some of these projects are core features. These teams write terrible code and have no incentives to follow any best practices established by other teams or the software industry in general. Offshore developers have difficulty communicating due to the language barrier.
Development management is stuck on chasing code coverage numbers instead of actually caring about real concerns in the code, team structure, architecture, design, security, or infrastructure. This leads to hilarious results, like test suites filled with thousands of unit tests that test the .get() .set() methods, because test engineers are receiving performance reviews based on the number of tests they wrote and how much coverage it provides.
The previous CEO Alex Linter (who is no longer at the company) had this big vision that developers would drive all of the business functions. So he fired the entire BA side of the business. The problem is that this business is insurance and you really need BAs. Firing all the BAs is the biggest mistake I've seen this business ever make -- Vertafore used to have an excellent BA setup, with BAs embedded right into the development teams. As a result, the insurance business knowledge in Vertafore is rapidly depleting, and Vertafore is wasting time building the wrong software.
The workplace is male dominated and promotions in senior positions are handed out to the boy's club. The workplace isn't "discriminatory" per se, but the culture in the company prevents talented women from being just as successful as talented men. Although frankly, neither the talented men or women are really recognized for their contributions anyway.Advice to ManagementAdvice
#1 : Recognize and reward your true contributors.
#2 : Revise the poisonous performance structure.
#3 : Stop giving core work to offshore development.
#4 : Hire more female engineers.
#5 : Stop chasing code coverage numbers.
#6 : Stop playing politics and fighting over resources.
#7 : Promote leaders from within.
#8 : Hire back the business analysts before it's too late!RecommendsPositive OutlookDisapproves of CEO