Vanta reviews

- poor WLB most of the time - CRO has too much power, can finger point at or make demands of multiple teams while never having to take accountability for sales performance - company asks a lot of employees but gives nothing in return to make you feel better about heavy workload and working hard to take on more, ie no COLA raises despite inflation, performance raise only (for only half the company), no events other than office happy hours, have to jump through hoops for team off sites - C suite/exec team lacks a leader who can really rally people - very smart/cerebral team but they can’t motivate, which is needed given how easy it is to get burnt out at vanta - like most startups, lots of managers who are in the role due to being in the right place at the right time, not necessarily strong people managers - lots of competition driving down deal size

- Limited career growth opportunities depending on your team - Collaboration is limited in many capacities so you don't have a lot of room to learn from teammates you admire - Poor communication styles of a lot of engineering managers - Some engineering managers have no time to dedicate to working on career development with their reports because they are stretched too thin - Some engineering managers were not ICs in their given field so they have poor knowledge of what it takes to do a task well (Peter Principle) - Favoritism and who has the "loudest opinion" seems to pay off the most at the company; this actually results in a lot of tech debt and a lot of work that is low leverage - Limited feedback from colleagues during planning stages, which leads to a lot of "surprises" when it comes to execution time. - Planning is unusually long and there is no dedication to working plans out as a team - Burnout is way too high amongst engineers (in my time, there was a 2 month period where 4 engineers left because of this) - Work-life balance is not given even lip service at the company; it's expected you put work first