Building things here is made unnecessarily hard due to obvious incompetency. A number of people have been installed within product and design leadership that are “six degrees” connected to the CTO and it’s obvious they are simply riding coattails. I’m not sure about the other areas of the business but capability in those two areas are routinely lacking. They don’t have any discernible strategy towards building a useful product. They pivot constantly based on whims or demands from the CTO, never guided by analysis or metrics. We’ve had an analytical tool for well over a year and my product manager has never utilized it once in order to inform our approach. Roadmap excises occur quarterly, but are so poorly adhered to that they’re mostly investor confidence boosters and not a method for accurately tracking value delivery. We don’t actually adhere to or enforce modern product building methodologies and are just asked to build the flavor of the month that gets abandoned because there is no clear and present strategy in place.
