Not Your Average Startup - Engineering Forward Employee Review

5.0
Apr 13, 2018
Recommend
CEO approval
Business Outlook

Pros

- "no-nonsense" approach to building an amazing product - work on large / hard problems that matter (not optimizing click-through rates for ads or likes)... get to hear how your features impact human lives not revenue numbers - cross-discipline work can cut both ways at Forward but for the most part comes out positive.. seeing multiple disciplines working together at the top of their game is inspiring - stellar team that does a lot with lean resources - leads walk a great balance between moving fast and caution

Cons

- high pace forces employees to set personal life boundaries instead of it being a standard across the board.. not for everyone - scaling brick and mortar is a long, hard road - doing it while also building an amazing product leads to a lot of late nights - hiring - scaling quickly so the need to hire quickly without making hiring mistakes is a hard line to walk

Explore other reviews about Forward

5.0
Jan 14, 2026
Recommend
CEO approval
Business Outlook

Pros

Supportive and collaborative team, strong product mindset, clear goals, and respect for design. High ownership, trust, and autonomy. Leadership is open to feedback, and designers are involved in real product decisions, not just visuals.

Cons

Fast-paced environment with a lot of responsibility, which may not be ideal for someone looking for a slower or more structured workflow. Priorities can shift as the company grows, but this is typical for scaling teams.

3.0
Sep 30, 2025
Recommend
CEO approval
Business Outlook

Pros

1. Smart and friendly coworkers 2. Good engineering culture 3. Opportunities for growth

Cons

1. Not-profitable - Forward never found a working model to solve the problem, and anchored heavily on solutions that lacked market-fit evidence. Contradictory to the problem-focused culture at Forward. 2. The finance problems lead to urgency. Work was demanding and tough across the org. However, engineering velocity was not the problem to begin with, leading to a vicious cycle of unmet goals -> tighter deadlines. 3. Frequent and fundamental shifts in company priorities leading to disorganized sprints and planning. A lot of work were throw away despite long hours invested.

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