The company's stated culture doesn't translate into practice. Genuine mentoring is largely absent, and when it does occur, it often feels motivated by personal satisfaction rather than team development—efforts focused on the broader team rather than individual units tend to go unrecognized.
Engineering career progression is severely limited. Promotions within the Barcelona office are particularly difficult to secure, and the situation deteriorates significantly at senior levels and beyond. Most employees now enter the Barcelona office already at senior level, making advancement even more challenging. Salaries remain stagnant with minimal yearly increases, and there is no meaningful bonus or equity plan—particularly limiting now that the company is owned by private equity.
The organization has excessive processes and too many management layers, which frequently creates bottlenecks. Initiatives often lack clear ownership until late in execution, making progress slow. Most obstacles stem from internal management hierarchy rather than external constraints.
Over the past few years, the company has undergone a notable cultural shift—moving away from being engineering-driven, then manager-driven, and now increasingly GTM-driven. This trajectory has noticeably impacted how the organization prioritizes and operates.
