Disney

Benefits were good. The development teams were exceptional. The rank and file were some of the finest people I have ever worked with.

The management was poor, nonexistent, or located on another coast. There was no transparency.

After 1.5 years of reorganization into DTCI (Direct to Consumer and International), there was little leadership in the Seattle office. Most roles were filled by ESPN people, and the culture resembled more of a "boys club" than an inclusive, friendly company.

There was no road map for career growth because few of the managers actually knew how to manage people. As a matter of fact, any process consistency that we had was lost after the reorganization, along with the best people in the office.

There was an over-reliance on staff augmentation, which led to a revolving door of engineers and project managers. Converting from a contractor to staff was a humiliating and time-consuming effort.

When the pandemic started, there were understandably layoffs. The pandemic, however, provided cover for leadership to do what was already happening for months.

Through strategic layoffs, the Seattle office was further hollowed out, with no significant leadership or administrative support. Everything was guided from Bristol, CT.

This was extremely poignant because, at a town hall meeting, a representative from leadership looked directly into the camera and addressed Seattle, stating in no uncertain terms that the Seattle office was not going to close, and it was, in fact, going to receive investment and grow.

We all understand that times are uncertain. Leadership could have stepped up at that moment but was silent.

Hire actual people managers. It's a cliche by now to even say to "be honest"; people should not even have to call this out.

Restart your stated commitment to diversity and be available.