Koolaid with some substance - Mitarbeiter (anonym) bei Cargas Systems: Mitarbeiterbewertung

4.0
14. März 2021
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Good amount of smart motivated people. Flexible work environment. Acceptable work life balance - rarely see people working much over 40 hours a week. Still profitable a year into Covid. Quite a few catered lunches, happy hours, and other perks. Profit sharing with bonus potential. Open financial profit and loss statements. Ability to buy company stock. For Lancaster County pay/benefits are in the middle though remains to be seen with rapidly rising living costs how it will adjust. Modern technology and office space.

Kontras

You can coast here for years. Competent hardworking employees are overextended while others get to feign incompetence. Long tenured employees whose dated skills and knowledge are irrelevant in a constantly changing and advancing tech field are kept on and often promoted. Not very good communication between different teams. Lack of standardized processes. Way too many overly opinionated people in decision making. Not the most interesting work. They start new people at more than someone that has been there 5 years makes. Bad behavior isn't always punished.

Mehr Bewertungen zu Cargas Systems entdecken

5.0
6. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great teamwork, culture, work life balance

Kontras

no cons at all, this is a great place to work

3.0
24. Feb. 2026
Mitarbeiter (anonym)
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

Cargas is a strong place to work and a solid entry point for those looking at the software industry in the Lancaster area. The people are supportive, collaborative, and genuinely care about one another. The company fosters strong working relationships across teams, and many employees are willing to invest time in helping others learn and grow.

Kontras

Leadership changes at the VP and Director level have largely consisted of reorganizations and shifting priorities, rather than structural solutions to the core workload and resourcing challenges faced by mid-level teams and individual contributors. In practice, these changes have often added layers of process and approval, creating additional bottlenecks instead of improving execution. Although innovation team & framework were introduced, many meaningful initiatives, including Cargas Pay—were launched prior to the team’s formation. Several high-visibility efforts, such as the Acumatica launch, struggled in execution, and discussions around acquisitions often appeared to precede a clearly defined innovation strategy. While innovation is frequently emphasized in leadership and board messaging, there is limited data or measurable outcomes shared to demonstrate sustained, long-term impact. Is it innovation or just business progression?

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