Product strategy can lack logic and common sense at times. There is a lack of action - too much time is spent on meetings, in-person discussions, second-guessing ideas that simply need testing for data. At onboarding I spent a whole month on a bootcamp project (a hypothetical brief) that felt like university. Would have much rather getting straight into real work. The company is very behind with remote work policy - they no longer allow this at all which means international employees (many of us) can no longer travel abroad to see family. The Israel team is also very heavy on processes, and if these are questioned, the answer is: "This is what we've always done", or "We don't do that here". Decisions from C-levels are also non-negotiable, no matter how ineffective, this means PMs, designers and engineers end up overworking constantly without much impact... and they already foresee this but couldn't push back. Finally, in my own experience, management changed 3 times within less than a year. The first 2 managers were fine, but the third one was a micromanager who constantly checked on calendars and team members' workload. This person wasn't happy when someone in the team chose to have a slightly longer holiday during a special life event or to work from home to avoid commute, and clearly had no trust in the team and how each individual preferred to work. In many occasions when discussing issues with individual team members, this manager liked to bring a third person into the conversation to increase pressure, either directly or by name-dropping. This created unnecessary tensions among colleagues and was, imo, very unprofessional and political. This was a deal-breaker and led me to leave. Overall, this could have been a great company as there were great people there, great benefits, decent pay and a lot of effort coming from many teams to build great things. Unfortunately some leaders completely lacked leadership skills, and the ones who did know how to lead, ended up leaving anyway.
