Pros
The people, the work/life balance, the feeling of accomplishing something important every year when the scores are released. My team is made up of extremely motivated and reasonable people who care about the vision, so it's easy enough to find motivation for the day to day. Flexible work is possible and usually not held back. Managers closer to the actual work know that the upper levels are out of touch and keen to do whatever they can do to right by their direct reports.
Cons
Leadership has made the decision that CDP's appearance, reach and communication matters more than the actual product- as a result, it's hard to see what's important and strategic and how to draft a realistic roadmap beyond next year. Partnerships are a fundamental pillar of the new CDP vision: with who and to accomplish what are still mysteries more than a year after the rebrand. Daily, you'll feel partnerships as a cost arbitrage between you and some consulting startup doing the important work- but with a broken platform that needs constant hotfixing, you'll never be competitive. As a result strategic work is outsourced and staff are held back and left with the grunt work of dealing with the aftermath of poor past decisions. HR feels like a department to work against rather than a support, promotions and raises are held back indefinitely for lack of budget but the leadership team is 14 people strong, all of them paid 6 figures. Corporate jargon everywhere and blame is put on managers and employees for not perform highly enough without any acknowledgement of the messy messaging and lack of clear direction imposed by leadership. Parents beware, I was denied my parental leave request.