A disproportionate amount of resources are given to the sales team compared to engineering/ops teams, so the ops teams in particular struggle to keep up and have to cut corners in order to deliver on the promises made by the sales team. This makes it difficult to use proper coding practices and resolve technical debt. We had to beg for resources on the team, even just to replace people who had left. My responsibilities and even job title were unclear. There was inconsistent communication between upper management and it was often very difficult to get their attention. My teammates and I barely interacted with higher management post-acquisition (outside of HR) and it didn't feel like they made much of an effort to learn our product which made it very difficult to get the resources we needed. The only insurance options were high deductible plans, and not all pharmacies or doctors will work with BCBS of TX which was extremely frustrating (although to be fair this will improve with Imprivata acquisition). The executive team has a lot to say about how they support diversity and inclusion, but it's a very white and almost all male team with a hard to stomach "bro" culture. All hands meetings felt very unprofessional and were frankly annoying and usually a waste of time to sit through. Emphasis and attention were always placed on the customer and it felt like the actual employees were an afterthought. It's a shame because there are a lot of good and talented people working at the company, but they're getting burnt out. I ended up quitting before I had something else lined up because it was less stressful to be jobless than to keep working there.
