Bluebeam – When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments. | Comparably

Bluebeam – When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments.

Bluebeam Angeforderte Firma
Bluebeam builds innovative markup and collaboration solutions that save design and construction teams time and money. Weiterlesen
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When originally hired I was told that I was joining a rapidly growing (doubling in size from 400 to 800+ employees) and there would a lot of room for me to grow. This didn't happen. Then the company over the past 3 years, seemingly, at random fired a variety of people in different departments.

Was hat Ihnen am Interviewprozess am besten gefallen?

It wasn't long and drawn out.

Was macht Sie bei der Arbeit am glücklichsten?

My nice coworkers are pretty much the only thing left.

Was sind einige der besten Dinge an Ihrem Team?

Every Individual Contributor cares about their teammates. They will help out whenever asked.

Was gefällt Ihnen an Ihrem Unternehmen am besten?

Salary, if you aren't a long-time employee, are decent when including year-end profit-sharing bonus,

Was möchten Sie in Ihrem Unternehmen am liebsten verbessert sehen?

Leadership should be completely replaced. Line managers are pretty good, but most other leadership (outside of Product Management) are terrible.

Was ist das Beste an Ihrem Vergütungspaket?

The year end bonus is quite nice especially because the company is doing well financially. This may change with the reorganization of the business and products, and there has be discussion about changing the bonus method and changing from profit sharing to merit-based.

Was muss geändert werden, um die Unternehmenskultur zu verbessern?

Leadership should treat all of the engineering staff as important, including the ones working on the main product that makes 90%+ of the revenue. The new products are great, but ignoring and laying off people that built the product that made the company great is shortsighted at least.

Was braucht das Führungsteam, um besser zu werden?

Making decisions. The leadership team seems to focus on management or business consultants to make decisions. Advice is taken wholesale without critical thinking. In addition, I have been at BB 3 years and have never met the CEO. At a larger prior company I met the CEO within 2 weeks of starting.

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