Software start-ups often offer a culture with a high degree of trust, respect, and adherence to key principles of agile ways of working - sadly this is not the case here.
Unfortunately, the fast-paced drive to meet ongoing customer demands/ requests, can lead to a sidelining of key project management approaches, which I have seen in this workplace. In addition, the all too quick jettisoning of adherence to at least the basics of agile ways of working (that are to be found in more enlightened agile environments).
A lack of resolute adherence to some type of agility framework can mean that poor management techniques allow micro-management to creep in (aka - being told by far less experienced practitioners on how to do your job). Unfortunately, senior management in the company too easily falls back on micro-management approaches in the day-to-day pressure to deliver.
Lack of leadership at senior management level, results in a culture that is somewhat haphazard, and at this point in time, pretty immature.
For example, assigning developers to months of bug fixing is not the only way to get developers up to speed. Similarly, micro-managing project managers with the aim of getting project managers to 'get familiar with the software' is an object lesson in what not to do.
Promising business domain for solving customer problems, but general culture and execution at team level, leaves a lot to be desired.
