Rippling

Company and revenue are still in hypergrowth mode.

A strong group of engineers who are happy to talk shop and help out.

A very strong product that customers tend to love and that is unique amongst the competition.

Relatively high pay, with a pretty good chance of equity 2X-ing from here.

Fancy new offices and hybrid work.

Hypergrowth means fast pivots and chaos. This creates inefficiencies that are passed down to the lowest level in order to let management change their minds on a whim without paying any short-term costs. You will have situations where your project gets its requirements completely changed, but the timelines stay the same. You will also be held accountable for completing all the other projects you thought you had time for and committed to during quarterly planning. Having strong management chains in place can help with this, but there is no guarantee that you will have that.

The promotion track is less up to individual performance and has more to do with if you have a stable management chain that is willing to fight for you. If your org is mismanaged and/or your managers are overstressed, it is not likely they will have time to do the months of work involved in generating a "hype doc" – in addition to relationship-building with upper management – in order for you to have a chance at getting promoted.

Own up to organizational failures at the highest levels first. When you change your mind about something, understand that this has both short-term and long-term consequences that management should pay for first (meaning, you won't get those other projects your direct reports have committed to while they scramble to fulfill the late-breaking latest idea in order to win a customer). You need to adjust accordingly rather than telling people to "push the limits of possible" to make up for poor planning and lack of foresight.