Pros: I love Pendo! There is a lot of collaboration and happiness.

Cons: I had none at all and I love Pendo.

Pros: There are some genuinely good people to work with. Benefits and salary are decent.

Cons: The company has no idea what to do with its product. I'm sure it was great 10 years ago and customers really loved it back then but it's not even any good at this point. Even Pendo can't get any value out of its own product. And the executive team is only focused on going backward to when Pendo was small and things worked. But, of course, that's going to be ineffective because the market has changed. Plus the execs are downright bullies once you get past the thin veneer of actually caring about other humans.

Pros: Good engineers, albeit very junior (even at the senior eng level).

Cons: The shift in engineering focus toward JIRA tickets per employee has massively hurt engineering. Engineers are clearly being seen as interchangeable cogs in the JIRA factory, and so that’s how they’re measured. But good products are made through trust, letting engineers plan and execute projects as they see fit. This shift signals a low-trust environment. It's especially detrimental for actually good engineers who want to focus on meaningful, strategic work rather than being shuffled random tickets. Much of engineering leadership is older than the developer population, and as a result, many implement outdated engineering management techniques that are known to fail. This approach feels like a cry for help, either because they are 1) too lazy to measure productivity and impact in a more nuanced way, or 2) they genuinely believe this will help the company, which is even worse. Promotions often reflect favoritism rather than merit. If you're not in the right circles (like the book club), the path to advancement is unclear and the goalposts shift constantly. Engineering managers in this environment tend to follow orders rather than advocate for their teams or challenge decisions that don’t serve the broader engineering organization.