The great thing about Rivian is that you are able to collaborate with great talent and make good connections.
Compensation is good (Base salary, bonus, stock based on company's performance).
I was within the first 5000 people when I started at Rivian. At that time, it was the best culture I had ever experienced. The main values were intact (compass values), but it deteriorated with time, and those values were not important in the company anymore.
There are many redundant processes. There is a JIRA project for every workstream in the company, which created a really bureaucratic environment. The release process was incredibly complex and lengthy. There were more checkers than enablers. Some teams feel entitled to things outside of their umbrella of responsibilities, and they only hold up and delay the processes (i.e., NPI, Manufacturing). The worst part is that this was escalated multiple times to upper management, and they recognized it was a problem but did not do anything.
Terrible management decisions. Too many resources were wasted due to the cancellation of multiple programs (millions of dollars). I counted at least 6.
The company leaders are not aligned with the priorities of the company, even the top head. A key top priority was cost reduction, and there were multiple product decisions taken picking the most expensive solution. The product plan and content complexity is the most complicated I have ever seen in my entire career, with no pragmatism or common sense.
In manufacturing, the plan is a disaster. No control or process is followed. Nobody follows work instructions, control plans, PFMEAs, etc.
There are useless layers of people in the Vehicle Program Team whose only function is to track a workstream and do not add any value.
Moving targets, unrealistic objectives, ridiculous timings.... uff, and so much more...
Focus on cost reduction not only on current production but also on R2/3.
Need major restructuring in the organization.
Do not keep the bad performers and keep the talent. Last layoff, super valuable people got impacted, and super bad people are still in the company.
The interview process involved two phone interviews, followed by an on-site "Power Day" interview. An initial email confirmed a phone interview. This was followed by a 15-minute call with HR, and then a 40-minute phone interview with the Hiring Mana
I was first contacted by the recruiter, who was super friendly – probably the best recruiter I've ever met. The second round was with the Hiring Manager, discussing my resume. It was okay. Next was a panel interview with a presentation and six inte
I was contacted by a Rivian recruiter on LinkedIn. I scheduled a 30-minute interview with the recruiter to go over my resume. This was followed by a 30-minute interview with the hiring manager about my experience. I was then invited for a "power d
The interview process involved two phone interviews, followed by an on-site "Power Day" interview. An initial email confirmed a phone interview. This was followed by a 15-minute call with HR, and then a 40-minute phone interview with the Hiring Mana
I was first contacted by the recruiter, who was super friendly – probably the best recruiter I've ever met. The second round was with the Hiring Manager, discussing my resume. It was okay. Next was a panel interview with a presentation and six inte
I was contacted by a Rivian recruiter on LinkedIn. I scheduled a 30-minute interview with the recruiter to go over my resume. This was followed by a 30-minute interview with the hiring manager about my experience. I was then invited for a "power d