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3 people found this helpful  

Good company, but is going through a transition.

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Culture & Values
  • Career Opportunities
Former Employee - Manager  in  Rochester, NY
Former Employee - Manager in Rochester, NY

I worked at Pictometry International Corp. full-time for more than 5 years

Pros

Smart people, fast pace, fun culture.

Cons

Lots of changes, financial challenges.

Recommends
Negative Outlook
No opinion of CEO

Other Reviews for Pictometry International Corp.

  1.  

    Pictometry Sales management

    Former Employee - Anonymous Employee
    Former Employee - Anonymous Employee

    I worked at Pictometry International Corp. full-time for more than 8 years

    Pros

    A product that when people see it they want it. In the early years of the company it was all new business.

    Cons

    As the county government sales grew and became mature after 7 years there needed to be more products to pitch to existing customers.

    Advice to ManagementAdvice

    The senior sales management team only counted prospects in the sales cycle. There was no emphasis on new programs to get more sales. The direction was to keep doing what we did for the first few years of the company.

    Recommends
    Neutral Outlook
    No opinion of CEO
  2. 1 person found this helpful  

    Solid Portfolio, Interesting Technology, But Leaders Don't Walk the Talk

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Professional  in  Rochester, NY
    Former Employee - Professional in Rochester, NY

    I worked at Pictometry International Corp. full-time for more than 3 years

    Pros

    - Interesting products with loads of untapped market potential.
    - Does employ a handful of quality leaders & individual contributors with industry experience, and who bring a strategic mind set, good listening skills, and are innovation-driven.
    - Recently announced acquisition will force the tough questions to finally be addressed.
    - Solid patent porfolio.
    - Government business continues to be the best-run and most solid organization within the company, driven by leaders and strategists who understand their customers and continually revisit their models to ensure they evolve as customer needs evolve.

    Cons

    - Many of the senior leaders are not adept at basic management practices such as effective communications, building strong teams, creating and cascading objectives and goals, developing directional strategy that is backed by facts and data, holding subordinates accountable, and ensuring that their teams understand, at the most fundamental level, the strategic direction of the organization.
    - Senior leaders protect their turf to the detriment of the business.
    - EagleView brought to the merger a culture of agonizingly democratic decision-making, with 'stakeholder teams' of employees at the bottom of the organization able to stop any new initiatives dead in their tracks. Not a culture or structure that fosters the innovation or risk-taking needed to create new markets, forge new paths for the firm's portfolio of SW and Solutions.
    - Company lacks high level product strategy/roadmap, therefore, product/project managers create their own priorities, or, worse yet, are driven by sales leaders whose priorities change daily. This leads, predictably, to a chaotic environment.
    - Very limited opportunities for career growth outside of the technology organization on the Pictometry side of the company.
    - Small company politics at times make it very difficult to navigate land mines as a new employee or consultant.
     - Office space is very constrained in the Rochester NY facility.
     - Work/Life Balance varies widely across functional teams and leadership styles.
     - Leaders above first-line managers tend to keep teams and employees at arms length, working remotely and rarely spending time on-site (with a few notable exceptions).

    Advice to ManagementAdvice

    - Take a hard look at your skills and talents, and move aside if they are not a good match for what the company truly needs: Leaders, coaches, seasoned strategists and general managers with breadth and depth to take the company to the next level.
    - Put your money where your mouth is relative to Product Management and Strategic Roadmap development and follow through on committed initiatives.
    - Create a separate development approval path for priority 'new business' initiatives if you truly want to bring new products and solutions to market and grow your business.
     - Ask employees directly about what they need to succeed,and what barriers are in their way; then listen carefully and act on what you hear. Surveys are not the way to accomplish this two way dialogue.
     - Provide basic management training to middle managers and spend time on site with your teams - you will be surprised at what you learn when you observe and listen in person to what is really going on "on the ground" within your own organizations. You can't get this same insight any other way than by spending time with your teams, face to face. I can't emphasize this enough.
    - If you truly care about the people you are leading, then show it by spending face time with your teams, soliciting their input on what is working and what is not, and then building that strategic roadmap together with your product management team and business leaders as agreed over a year ago. Commit to it, invest in it, and implement - no excuses!!
    - Invest in development resources when the new market opportunities are clear. Don't commit to a new business initiative, but then constrain the teams by not approving development/technology investments critical to create the new business. This just results in teams chasing their tail and a lot of wasted cycle time among your staffs and engineering teams. Coordinate your response to new business proposals, commit to the new business for the long term - as a leadership TEAM, and then support the new business owners and hold stakeholders accountable to deliver.
    - Don't mistake sales plans for product strategies

    Doesn't Recommend
    Neutral Outlook
    No opinion of CEO
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