Typeform

Many of the regular employees still working at Typeform are amazing people.

There are talented, passionate, and friendly people who are doing their best to take the company to the next level. I met many great friends working there, and many of my former colleagues could say the same.

The lunches and barception were great ways to get to know people you didn't work with on a day-to-day basis, and they were much appreciated perks.

Talented people are leaving, quickly. The quality of new hires is decreasing because it's hard to keep up with the volume of leavers. This is especially harmful for a software company, because product knowledge and understanding legacy code are important. This creates bus risk.

Good people were fired due to disagreements with people on the leadership team. How can you expect employees to trust the people at the top when they're firing the managers the employees trust, with no transparency? And to top it off, drastically under-qualified people have been brought on board with just as little transparency or input from outsiders of the leadership team. The "value" these new leaders are adding is just more process, and then of course more meetings to talk about these ever-changing new processes. It's tiresome.

The perks are nice, and the pay seems to be (a little bit under, but close to) in line with what other tech companies in Barcelona pay. However, Typeform is trying to compete globally. This means competing with engineering teams across Europe, North America, etc., which pay a lot higher. To attract more top talent, you have to pay top dollar. Right now, developers can look to other companies in Europe, or even remote positions and nearly double their salaries (more in some cases).

Top-down management. Several times, all teams were told to drop everything they were doing and focus on another initiative. This has created a tremendous maintenance monster that a few unlucky teams end up in charge of maintaining. Arbitrary, tight deadlines without scoping input from people who will actually be doing the work have led to some questionable quality of work and decreased morale.

Find a way to keep people from leaving.

Agile teams are self-organizing. Top-down with unrealistic deadlines hurts morale and creates maintenance nightmares.

I wanted so badly to love working at this company. I've been told by many that I joined right as things started to decline. There are still great people in the company, and I don't think it's too late to turn things around, but something's got to give. Listen to the people who are leaving. Hear what they have to say, and make adjustments accordingly.