Fast-paced Transparent Startup Culture - Avis employé Software Engineer Linktree

I'm thrilled to finally be part of a company that actually cares about their staff. First off, they've done a great job with recruitment, selectively hiring talented folks that are also incredibly genuine and caring. People are willing to listen, learn, collaborate and help one another. Workplace culture is fairly healthy (no place is perfect btw), but overall they do a great job with transparency, keeping honest, and supporting staff in so many ways you can imagine. They have a strong feedback culture where we do monthly pulse surveys to check on the health of teams and keep leaders accountable. There are reviews throughout the year that help employees with their career growth.

Tech start ups generally don't have too many formal systems and processes in place, so if you're used to big corporate environments and don't know how to adjust this may not be the best place for you. It's for those who can adapt quickly, wear multiple hats, who are proactive and who are innovators.

- Work location is flexible. You can go into an office if you'd like, work fully remote if you'd like, or do a little bit of both. - They have mastered the art of the town hall. At my previous companies, I would low key skip town hall meetings. But at Linktree, they make town halls / company-wide updates very relevant, interesting, and entertaining. - The company's roadmap is ambitious. They're not afraid to expand to new territories in their quest to be "more than just a link in bio." - I've yet to meet a slacker. Everyone I've met so far earnestly wants to help and do their job well. - Our CTO, Farnaz, is amazing and I look up to her. Like if she started a cult, I would join it.

- Teams are distributed across the globe and are therefore not colocated. If you want to form strong bonds with your team, you have to make a strong conscious effort to do so. - Their Engineering Manager layer is weak. It's mostly engineering directors and then ICs, with a small handful of Engineering Managers. This makes the communication bridge between the directors and ICs weak, which results in ICs not having a strong grasp of what they should be striving towards.