Fastly

Good work/life balance, strong C level leadership, stock is recovering, customers love us.

Very inexperienced managers in some engineering organizations with zero strategy or communication. Weak engineering culture of poor documentation, no communication, lack of rigor and process. Management makes the big decisions and leaves out IC engineers. Much of Fastly still operates like it's a 30 person startup and everyone knows everything about everyone.

We have a lot of engineers that started when Fastly was very young and now have leadership level positions. This leaves out other experienced engineers and leads to high level engineers not understanding how a more mature and larger engineering org should function.

Start putting in processes for a medium sized company. Get more experienced middle management, set strategy and priorities. Do more communication down & across orgs. Raise the bar on technical excellence. Higher more experienced engineers and give them the reigns. Make middle level management focus more on strategy than being down in the weeds and hands on. Include staff or higher ICs in org level meetings and decisions.