Pros: Initially, an innovative, fast-paced company driven by incredible people. Generally, a great atmosphere to work in. Offers many opportunities to learn and grow.

Cons: In the last year or two, the company started really shifting the focus away from the people, the culture, and the greater impact, to pure financial results and investor satisfaction. The little perks that were available for employees, such as nice breakfast snacks, free soda fridges, and in some cases, simple respect, are vanishing. The high leadership became arrogant. A few times, they publicly implied that the employees are somehow "free riding" and that we should be very grateful to them for the amazing conditions they are giving us. In some teams, we're working severely understaffed, but the expectation is to deliver massive results. This has been emphasized in almost every internal event.

Pros: Beautiful office. Smart people. Daily lunches.

Cons: Management Lack of career growth Dated technologies Compensation

Pros: Strong business position in the payments industry.

Cons: Code quality is chronically poor. The “design pattern of choice” is an ever-growing chain of if/else statements, where adding new functionality usually means bolting on yet another else rather than designing a clean, maintainable solution. Testability is nearly absent. Many components can only be verified manually, or through convoluted setups that make proper automated testing impractical. A culture that resists engineering best practices. Attempts to introduce abstraction, maintainability, or extensibility are routinely dismissed as “too complex.” Outwardly, the company claims to be about empowering people, but internally personal initiatives are often discouraged. Product-driven initiatives dominate, while genuine engineering-driven initiatives simply do not exist. Engineers are seen as executors rather than partners, with little influence or visibility into the actual banking and payments domain they are supposed to be building for. The company’s “values” are little more than a façade. Outwardly they speak of being candid and humble, empowering people, and putting ego aside. In reality, candid feedback is discouraged, empowerment stops at Product, and ego is very much alive — just not on the engineering side. The mantra “Winning takes care of itself” translates into “we’re winning, therefore we must be right,” and “We make good decisions quickly” really means “decisions are always assumed to be good — as long as they come from the top.”