Chaotic - Mitarbeiter (anonym) bei SecurityScorecard: Mitarbeiterbewertung

1.0
27. März 2023
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

I don't have any pros with the exception of working with some great people across all parts of the company. Flexible work arrangement is nice, but still feels micro-managed not only by my manager, but the CEO as well.

Kontras

-CEO -CHRO -Unreasonable sense of urgency Nothing gets accomplished well here because there is an unreasonable, and inequitable culture of urgency for everything. The CEO micro manages every team (how he has time to do that is beyond me), and is obsessed with speed of completing tasks. While this may work for some teams, the same expectation should not be for all teams. Company culture is mediocre at best. Doing something 'fun' does not mean inclusive. SecurityScorecard needs to realize that building a culture takes time, and until the CEO realizes this, it will just be the same thing over and over again.

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Reaktion von SecurityScorecard
3y
Thank you for taking the time to share your feedback. We are committed to our customers and employees so we are sorry to hear your experience has not been great. Engagement surveys are sent throughout the year to gather honest feedback. With that feedback, we are able to hear from our employees and make the necessary adjustments. We strongly encourage you to reach out to your HRBP directly to share additional feedback; this will give us an opportunity to have a direct impact on your experience at SSC.

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5.0
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Pros

Opportunity to interact with major companies and learn cybersecurity solutions. Sales training is helpful.

Kontras

Sales targets can be demanding during some quarters.

2.0
6. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

SecurityScorecard has smart, hardworking people, and there are real opportunities to take on meaningful work quickly. If you are someone who can operate independently, solve ambiguous problems, and move fast, you can have a lot of impact here. There are also pockets of strong cross-functional collaboration, especially among employees who are genuinely trying to keep the business moving despite constant change.

Kontras

The biggest issue is leadership instability and inconsistent operating discipline. Priorities change quickly, ownership is often unclear, and too much critical work depends on a small number of people rather than durable processes or properly staffed teams. There is a pattern of asking employees to absorb more scope without the resources, authority, or support required to execute sustainably. Decision-making can feel reactive instead of strategic. Different teams may push overlapping initiatives without clear alignment, which creates confusion, duplicated work, and unnecessary political friction. There is also a tendency to reward urgency over planning, which leads to burnout and makes it difficult to build systems that last. Communication from leadership often feels disconnected from the reality of day-to-day execution. The company talks about transformation and innovation, but the internal operating model does not always support that ambition.

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