DoorDash

• Good perks, including free $31 meals per workday, an AUD $743 remote stipend for some electronic workspace items, and monthly wellness and commuter expense allowances, are given the current economic climate, although it is taken out of your salary beforehand.
• It is good if you like a scrappy, fast-moving "startup" culture that is more like a scaleup culture wrapped in a medium-sized business model.
• It is a good global brand to have on your resume for "career growth," depending on your role, but the brand should carry nevertheless, or for job hopping.
• Sales and onboarding teams, along with Team Leads, get brief 4-5 day work travel opportunities to the US.
• The company seems stable and is growing fast, with millions spent on marketing and R&D. You'll see ads daily no matter where you look.

• It feels like a company struggling internally with multiple cultural company identities as DoorDash sweeps up big companies such as Deliveroo, SevenRooms, Symbiosys, Wolt, and Vault all within the last five years, each with varying work practices and cultures.
• Internal product training is quite mundane and ineffective for some minds, which involves think days of just video watching. This is followed by sometimes three to four one-hour-long screen sharing meetings per week.
• There was detected minute-by-minute monitoring and expectations for remote roles, while the parent company employs a three-day RTO, although the company would never admit to such scrutiny monitoring, as it's in the contract and standard these days. There was a culture in my team where you had to say 'brb' or 'going for tea' any time we were AFK, leading to work-life balance issues, especially in remote settings.
• Cases I took individually would stay with me until my next shift. There was no handover per se. If you got stuck, it was basically on you to fix with some help when required.
• Somehow it seemed more exciting to work for the actual DoorDash company than the acquired company I was hired into, which has a 10x overcomplicated product design for its use case.
• It seems to lack internal transparency between hierarchical roles and regions. For example, I got along well with my immediate manager and colleagues, but upper management saw otherwise, a lot of whom I hadn't interacted much with at all because I didn't need to.
• It can be a con if you don't want to travel, although not every role requires that.
• If you've ever worked in the gig economy, working for a gig platform, you may feel existential moral dread. There's a lot of company-wide induction training on anti-slavery and anti-money laundering, which takes up days to complete.
• Many people in my role and team had only been there for about a year on average, which means they probably lost a lot of good people somehow, and there were gaps in product support knowledge, with tickets sometimes exploding to beyond 70 unreads at any given time.
• The company would rather let go of a new hire after three months of training and experience rather than improve or take a longer chance.
• It seems like all of the product development energy comes from the US, with some minor exceptions where AUS employees can submit feedback internally for the main app.
• There is a sense of frugality, which is understandable, but at the same time, this company is spending millions on marketing and what not, so it makes it hard to comprehend the cutbacks in some areas.

Trust your staff more, especially in remote settings. Allow more frequent breaks throughout the day, as we aren't Dashers. Probably redesign your SevenRooms product if budget allows. Training for new hires needs to be revamped into different models or formats.