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Vistaprint Reviews

135 Reviews
135 Reviews
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Vistaprint Chairman, President, and CEO Robert S. Keane
Robert S. Keane
100 Ratings

    Raise yourself by putting others down.

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    • Senior Management
    • Culture & Values
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    Former Employee - Senior Software Engineer
    Former Employee - Senior Software Engineer

    I worked at Vistaprint full-time


    Smart people. Good pay and benefits. Some of the work is interesting. The company is focusing on how to improve collaboration between departments.


    The work I did was all designed by a tech lead - after 2+ years at the company, I still had less responsibility than I did 6 months out of college elsewhere. And not necessarily designed well, or by someone who could explain design decisions - just someone who had been there the longest. Projects were segmented in such a way that I was working on things we didn't even know if they'd be going to production, while other teammates still had months of work that we were positive were going to production. For some reason nobody thought to finish all of the important things first.
    There's no hesitation to throw others under the bus. A marketer I was working with had trouble prioritizing our work, so he tried to throw me under the bus saying I wasn't working harder, so he needed more resources. When I left, he suddenly turned that around and continued asking for more resources after losing a key member of the team.
    Middle management didn't care much about problems within the team. Another developer was pretty nasty to me, and I was lectured about how I shouldn't bring up feelings or give feedback in the moment (which Vistaprint prides itself on, whether it's right or wrong.) I then received the feedback that I should bring up one-on-one issues with another person in a team-wide retrospective. And nobody seems to care that project managers think that's appropriate and preferred.
    My team started doing "Scrum"... I kept trying to get my scrum team to actually try following the rules, then break them when we decide we have a good reason to. My product owner didn't want to do the hard work of his role, so he micromanaged so that he could change priorities as we went. The scrum master didn't care to attempt to enforce scrum, basically allowing someone without any technical experience to act as a boss. Self-organization completely out the window.
    When I left, I had a better opportunity that would get me back into a situation where I could grow junior developers, act as a team lead on projects, etc. Management basically tried to convince me that the situation there of being allowed to mentor one person every two years or so was equivalent. I had 3 non-HR exit interview type situations (along with the HR version) and all that happened was three people trying to convince me why I was wrong and VP was great, rather than trying to learn anything and make it better.
    The company brags about all of its great benefits like food trucks. Having food trucks come out there to the suburbs was great, but having free lunch twice a month doesn't beat weekly or even more frequent catering that other companies have - why is this lauded as being so great?

    Advice to ManagementAdvice

    Require middle management to have management skills, rather than being competent enough in IC roles to be promoted there. Same with IC leadership roles. Stop funneling all of the "lead" positions to a few people and give everyone a chance to prove themselves, not just a few people who you've selected.

    Doesn't Recommend
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