Build & Release Engineer - Software Development Engineer Sage Employee Review

2.0
24 Mar 2018
Recommend
CEO approval
Business outlook

Pros

When I started at Sage, then Timberline Software, the company still had a small company feel to it. Developers were smart yet relaxed. We worked hard and we played hard. Met a lot of great developers working on builds and installs and teams were tight knit communities where everyone was focused on achieving the same goals. The culture was one of the best points about the company for most of the time I was employed there.

Cons

After Timberline merged with Sage things slowly started going downhill. Culture will change during mergers and to be fair the changes were slow, but it seemed they were all in the wrong direction. The management layer was adjusted nearly yearly and with each reimagining came less and less connection and understanding of what developers on the floor needed. The company slowly became corporate in feel and it didn't feel like anyone stayed for anything but a pay check. Leadership from management was generally ineffective and started to lack simple integrity. I was routinely called out for trivial mistakes and I wasn't the only one. By the time I'd left I was working 60+ hour weeks, raises and bonuses were small or non-existent, and moral pretty low. Indeed, in subsequent years I've learned many of the smartest folks I'd worked alongside left as well. Ten, fifteen years ago it was an amazing shop. Now?

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5.0
28 Apr 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Good benefits. Strong company. Customer focus.

Cons

Frequent Executive changes. Trimming in Engineering teams interferes with product changes.

2.0
8 Jun 2026
Recommend
CEO approval
Business outlook

Pros

was hired as remote and get to have that honored, but have been openly told no career progression because of remote status. decent pay

Cons

Leadership instability: Seven manager changes during my relatively short tenure. Unrealistic targets: A sales quota set at 1,100% growth (not a typo). Slow product development: Getting anything actioned on the product side takes far too long. Product management turnover: Three product manager changes, resulting in no meaningful deliverables in over three years. Misaligned hiring priorities: Greater emphasis on DEI optics than on hiring people positioned to drive growth. Internal vs. customer focus: More energy spent on internal events than on product enhancements. Lack of accountability (the biggest issue): No one takes ownership. Responsibility gets passed around constantly — for example, client cancellations going unprocessed because they impact someone's numbers. Managers have openly encouraged pushing the work onto someone else rather than handling it.

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