We are growing and when there is immense growth, there are pains associated with becoming a 'grown up' company. Glassdoor is right in the middle of that right now. Leaders are doing their best in preparing for the change with changes to structure, processes, comp plans, etc but there is a subset of the team members who are still attached to the Glassdoor 2012 ways. Yes, the culture was great but evolution is needed to move to the next level. The legacy team member base tends to be entitled, putting in less hours, really not connecting to the new mission and goals, because they want to keep the company in its teens. When leadership makes a change that appears to be painful for team members, those people complain within the office, post on here and as a result things are changed to the 'softer, gentler' old way. We can't continue to grow where the squeaky wheel always gets the oil.
Engineering resources are low - as is in most companies. We need a team of people who can fix customer bugs and continue to innovate. While our Engineers are smart and can execute, the product growth in to the Enterprise space has been slower because there just aren't enough of them to build.
Salaries are lower than market. This is a known and was acceptable prior because many of those earlier team members got a bunch of equity and the perks were great. One of those perks is the perceived 'unlimited PTO' which is not really unlimited, it's Open with Manager discretion. This was misinterpreted by team members to mean all the vacation you could consume regardless of business impact. That's caused some concerns from the vantage point of keeping the business moving as quickly as possible. Lack of strong leadership led to this and now there's clean up involved to get everyone back on track.
