What is the hiring process like at Infobip?

- You can meet some great people there - An international company where you can gain exposure to many markets and cultures - For those early in their careers, there are significant opportunities to explore different functions, provided you are fortunate enough to be assigned a competent mentor or line manager - The CEO is generally perceived as a down-to-earth individual, which is a positive trait in a company of this scale

Business wise - despite positioning as a "CPaaS" leader, the company’s core remains heavily reliant on its legacy A2P SMS business. While the business remains relatively stable and growing , it is still primarily driven by its historic strength - direct relationships with global telecom operators and a big sales force. While there is a public narrative focused on SaaS, conversational messaging, and AI, these attempts to diversify the portfolio feel sluggish in terms of actual execution and UX. In an increasingly saturated market with many vendors offering the same thing, there is a sense that the company may have missed its window to pivot into a true global tech heavyweight. Top and Middle management - despite having around 3,000 employees, the company is still managed with the mindset of a small family business. There is a noticeable lack of expertise within the senior leadership team, particularly in Marketing, where roles appear to be filled based on internal politics, "friendliness," or tenure rather than objective merit or marketing experience and knowledge. This develops a business environment devoid of psychological safety; providing factual, data-driven expert feedback is often met with hostility or retaliation rather than professional dialogue. Organisation is a mess - the relationship between HQ, Regional and other teams is frequently ill-defined. It is often unclear who owns specific KPIs or where responsibilities lie, leading to a "bloated" organisation where multiple teams unknowingly duplicate work. Consequently, one often spends more time navigating internal politics than delivering actual value. Constant re-organisations are the only real consistency. Talent issues - outside Croatia, Infobip lacks a strong employer brand, especially when hiring marketing talent. This is compounded by an unstructured recruitment process that frequently fails to vet for functional expertise. Unfortunately, hiring staff who possess "big name" CVs but lack core competencies has become a systemic issue. This creates a frustrating dynamic where high-performing specialists in hubs like Croatia are expected to subsidise the workload of significantly higher-paid hires in the US or UK, who often turn out to be "corporate cogs" rather than the builders the company needs. On the other side, certain legacy roles in Croatia appear to be protected by tenure and internal proximity rather than ongoing merit. Toxic culture- these systemic issues have fostered a toxic culture where political manoeuvring and office politics are valued over technical expertise and doing something actually useful. This leads to "talent bleed," as high-calibre professionals often seek opportunities elsewhere, as they are just wasting time and mental peace in Infobip. Again, that further dilutes the overall quality of the workforce.

- You can meet some great people there - An international company where you can gain exposure to many markets and cultures - For those early in their careers, there are significant opportunities to explore different functions, provided you are fortunate enough to be assigned a competent mentor or line manager - The CEO is generally perceived as a down-to-earth individual, which is a positive trait in a company of this scale

Business wise - despite positioning as a "CPaaS" leader, the company’s core remains heavily reliant on its legacy A2P SMS business. While the business remains relatively stable and growing , it is still primarily driven by its historic strength - direct relationships with global telecom operators and a big sales force. While there is a public narrative focused on SaaS, conversational messaging, and AI, these attempts to diversify the portfolio feel sluggish in terms of actual execution and UX. In an increasingly saturated market with many vendors offering the same thing, there is a sense that the company may have missed its window to pivot into a true global tech heavyweight. Top and Middle management - despite having around 3,000 employees, the company is still managed with the mindset of a small family business. There is a noticeable lack of expertise within the senior leadership team, particularly in Marketing, where roles appear to be filled based on internal politics, "friendliness," or tenure rather than objective merit or marketing experience and knowledge. This develops a business environment devoid of psychological safety; providing factual, data-driven expert feedback is often met with hostility or retaliation rather than professional dialogue. Organisation is a mess - the relationship between HQ, Regional and other teams is frequently ill-defined. It is often unclear who owns specific KPIs or where responsibilities lie, leading to a "bloated" organisation where multiple teams unknowingly duplicate work. Consequently, one often spends more time navigating internal politics than delivering actual value. Constant re-organisations are the only real consistency. Talent issues - outside Croatia, Infobip lacks a strong employer brand, especially when hiring marketing talent. This is compounded by an unstructured recruitment process that frequently fails to vet for functional expertise. Unfortunately, hiring staff who possess "big name" CVs but lack core competencies has become a systemic issue. This creates a frustrating dynamic where high-performing specialists in hubs like Croatia are expected to subsidise the workload of significantly higher-paid hires in the US or UK, who often turn out to be "corporate cogs" rather than the builders the company needs. On the other side, certain legacy roles in Croatia appear to be protected by tenure and internal proximity rather than ongoing merit. Toxic culture- these systemic issues have fostered a toxic culture where political manoeuvring and office politics are valued over technical expertise and doing something actually useful. This leads to "talent bleed," as high-calibre professionals often seek opportunities elsewhere, as they are just wasting time and mental peace in Infobip. Again, that further dilutes the overall quality of the workforce.

Compensation and benefits, multinational company where you can have contact with people from all over the world in English and can learn other languages while working.

A company that was adapting in the post-pandemic era, with several internal changes and a constant feeling of uncertainty, restructuring departments. I went through the management change process and work model, making the training and ramp-up process difficult due to the lack of adequate training on the company's systems and the work model (which was constantly changing). Besides the poor training, there was a constant feeling of insecurity and uncertainty about the future within the company, with processes still being restructured and constant pressure for results without the necessary support.

- team of regional leaders was absolutely stunning! Therefore, the whole team was effective, motivated and with non-toxic atmosphere. Literally the best team that I’ve ever had! - collaborative global environment - ability to gain and exchange experience with various managers/stakeholders/hr colleagues around the globe - all main HR functions are represented at HQ – team of great professionals - open feedback culture and learning by doing attitude - benefit package was quite good (comparing to local market)

-compensation and benefits package could much better -very fast-changing environment (changes in HQ top-management) -complex process of approvals (e.g. opening new job requisitions / compensation changes)

On the working level most people are open, supportive and willing to help. Transportation is covered and lunch is provided.

Experience varies depending on the department/team you are in. Unfortunately, a lack of understanding about the business and the day-to-day operations by some senior staff members causes friction with other senior staff members - this trickles down resulting in lack of direction and as a junior member you end up having to coordinate discussions which should not have been your duty at all. Company policy of aggressively hiring interns means that a lot of interns don't end up working there long-term despite recruitment team saying that they look into hiring within 6 months - so even if you get good reviews from your manager and colleagues, don't get your hopes up - ultimately you are just the cheapest option for them to get some jobs done so that they don't need to invest more in improving things long-term. A lot of talk about transparency and improvements but not much gets done.