The cons stem solely from poor management and poor product development practices. somehow management has instilled a toxic political culture in a young company, while simultaneously not being able to focus on building a core product that its customers need. the result is a house of cards floating on a limping sales and marketing motion, which is not sustainable. I found the team's heavy focus on sales and marketing odd considering that the product was nowhere close to appropriately serving its customers. There is very little consistency. Every week the priorities change due to a particular piece of customer feedback. The only channels I could see that drove product development were the CEO's vision (which was limited and not validated at all) and bits and pieces of customer feedback. Any deep customer research work the product team conducted was ignored from what I saw. The result was no real progress made on developing a product that actually solves a customer's problem. Additionally, every couple months or so there was a reorganization or someone mysteriously "mutually parted ways" with the company. One week you could be given a special bonus for stellar performance and the next you're border line getting PIP'd; all depending on management's feelings at the time. Overall, the main con is the inability to focus on/identify a customer need that they are able to execute against. Management's vision is not supported by any sort of deep experience in the area, which is a major issue for this type of product. Bonus: management would actually beg team to repost content on LinkedIn and leave good reviews on sites and sometimes offer gift cards in exchange. Very lame.