It's fine if you're ok with working in a B-class company - Release Engineer bei Expedia Group: Mitarbeiterbewertung

3.0
26. Feb. 2013
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CEO-Befürwortung
Geschäftsprognose

Pros

*) Lots of technology and lots of change. *) Lots of money so it's fairly easy to get hardware and software requests through. *) Company is always trying to move forward. *) Lots of alcohol at work - many people have kegerators and beer fridges. *) Frequent motivational events with food and drink.

Kontras

*) Due to chaos management routinely asks (expects) resources to work weekends. *) There is very little communication and technology sharing between the teams, which results in each team running in their own direction with their own choice of technology. *) Technical managers know absolutely nothing about the technology. Words like API and Tomcat are alien and simply do not exist in most managers vocabulary. *) Review process is from the late 90's Microsoft days - in short, even in high performing team, someone has to get a bad review as not everyone can be 'best'. *) There is a reorg every few months. *) Manager turnover is amazing. In one year I saw 6 people come and go in a team of 50.

Mehr Bewertungen zu Expedia Group entdecken

5.0
16. Dez. 2025
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CEO-Befürwortung
Geschäftsprognose

Pros

work life balance is chill, benefits are great, work can be rewarding

Kontras

not as challenging, more of a coaster company, pay not as high

2.0
25. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Good pay, supportive manager, and genuinely pleasant colleagues.

Kontras

Frequent reorgs and shifting strategic direction made it difficult to build momentum or plan long‑term. Over time, contractor roles became increasingly narrow and production‑focused, which limited opportunities for meaningful skill development. Responsibilities that originally included project management were reduced to primarily email production work. There’s also a broader corporate pattern where work is expected to be completed exactly as written, with little room for judgment or improvement. Even small, quick optimizations can lead to pushback rather than appreciation, creating an environment where going “above and beyond” requires multiple layers of approval — which defeats the purpose of being proactive in the first place. Finally, there’s an in‑office expectation (less strict than for full‑time employees, but still present) for work that can be done entirely remotely. This tends to benefit highly social personalities, but for those who prefer focused, independent work, it feels unnecessary. Social dynamics also play a noticeable role; if you’re not immediately well‑liked or you make a single early mistake, it can create a self‑fulfilling perception that’s difficult to overcome.

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