Some executives ruin an otherwise good culture - Director bei Rokt: Mitarbeiterbewertung

1.0
11. März 2022
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CEO-Befürwortung
Geschäftsprognose

Pros

The core product is really exceptional, but the product gives rise to a lot of the same problems of any oil state. Because we don't need to innovate, we try a lot of whimsical ideas from our CEO or CCO but nothing ends up launching that moves the needle because nothing has buy-in from all levels of the full product and engineering org.

Kontras

Autocratic leadership. Arbitrary hiring and firing decisions. Idiotic career ladder changes that act like they are trying to hire in the 2009 job market and not the current one. No remote work flexibility. The equity compensation for those hired during the depths of the pandemic, when valuations were low, is really good, but that makes it so that finding new talent at the current valuation given the very low cash salary bands and in-office requirements has led to a significant degradation of talent over the last 6 months.

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Reaktion von Rokt
4y
Thanks for taking the time to let us know how your experience is going, and thank you for your time shaping Rokt thus far. We hear your concerns and are always working to make smart, evidence-based decisions. Our salaries are benchmarked to a competitive top percentile in all markets, and we try via mental health days and Work From Anywhere days to give Rokt'stars more flexibility. We would love to have a confidential conversation to discuss what can be improved in more detail, and how we can help make youre experience better. If you are comfortable, please reach out to Bettina, Sarah Wilson, or any member of the People Team.

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5.0
2. Juli 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

- visionary management - exciting every day tasks

Kontras

- none so far, tbd

2.0
24. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

The paycheck was on time. The infrastructure didn't get in my way technically.

Kontras

•Ideas I brought up in meetings were routinely dismissed, only to see the exact same ideas approved weeks later when repeated by someone within the inner circle. •Meaningful projects consistently went to those already tied into the right connections, and it was clear capability had little to do with it. •Real mentorship and guidance existed, but it happened in closed conversations I was never part of, while others received constant support from senior engineers. •Key decisions were made in small informal groups, and I would only learn about them after everything had already been decided. •I was repeatedly assigned lower visibility infrastructure work while others were given opportunities to grow through impactful projects.

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