Excellent management; they have done an excellent job steering the company through some very difficult times. The friendly atmosphere is a plus. The pay is high. If you love technology this is the company for you. The late stage start-up changes constantly.
There is no 401k match. Matching the high pay is long hours.
Advice to Management
The operations team is run beautifully, but much of the team is afraid of the COO. She is a good person with an uncanny memory and work ethic, but a slightly different approach might make the entire team more productive.
Maybe some of the best people I have ever worked with. Employees are friendly and work very, very hard to accomplish the mission.
Knowledge sharing is extremely prevalent - your IQ will definitely increase.
Very open culture with good balance of management interaction and autonomy.
Good administrative and support teams that look after the safety and security of the people.
Safe environment and location - no heavy street traffic and free parking and located near 75 and George Bush Tollway.
Benefits are okay for a startup but are woefully inadequate for the industry.
No recurring revenue business model to speak of.
Risk taking by management costs significant price in personnel - layoffs used to bolster numbers.
Survival mode is the norm and this wears down employees but bad economy causes them to stay.
Operations appears to be rewarded heavily with more compensation including higher salaries and bonuses.
Management has some very obvious favorites who can do no wrong and who cause severe frustration to other employees to the point that more than a few highly regarded employees have quit because of the same people. THere are about 5 people that are problems for everyone they interface with and management seems to cater to them.
Advice to Management
Management knows what they should do. Earlier in the company's existence management made concerted efforts to reinvent and renew. With the entry of Pango, things went down hill and have remained in a spiral.
Loyalty to personal relationships have turned one bad decision into a spiral of poor decisions. The good news is the right-sizing may be just what is needed to staunch the flow of hubris and bridge company operations to a recurring model. Management needs to make some tougher decisions on who remains to help navigate the ship. If management can make those tough decisions, then they deserve to keep their positions. If not, they need to consider a personal change.
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