Freedom to explore ideas but high workload - Sales Engineer Avetics Global Employee Review

Well-stocked pantry with snacks and drinks Friendly and mostly supportive colleagues who are willing to help The company remains stable largely due to the founder’s strategic direction and vision

Project management lacks structure and transparency; responsibilities are often unclear Leadership tends to delegate blame to subordinates when problems arise, while taking little to no accountability themselves Some technical roles are misaligned with their titles (e.g., senior robotics engineers with little experience in robotics algorithms, ROS, or containerized tools) High-performing employees rarely receive recognition or rewards, while mistakes — even minor or shared ones — often lead to individual blame or penalties HR generally sides with management in internal conflicts, making it difficult for employees to feel protected or heard Even for confirmed full-time employees, job security is uncertain. Don't expect any improvement; you are here to output.

There are good people in the company, and I had the chance to work with colleagues who were committed, helpful, and genuinely trying their best. The work itself can be meaningful and interesting, especially if you enjoy building structure, solving operational problems, and working in a fast-moving environment. In the earlier stages, I felt that there was room to contribute meaningfully and create real impact. The company also has commercial traction and opportunities, which can make the work feel exciting at times.

The main issue is management. In my experience, there was a lack of clear ownership, direction, and follow-through from leadership. Responsibilities were often unclear, decisions were not always communicated well, and employees could be expected to manage issues without being given the authority or support needed to resolve them. The working environment could also be stressful. Workplace behaviour issues were not always addressed promptly or visibly, which affected morale and made collaboration difficult. The product management function felt underdeveloped and poorly structured. Roles, responsibilities, decision-making authority, and leadership involvement were not clearly defined, which made the team feel fragmented and reactive. Performance evaluation and bonus assessment also felt subjective, with insufficiently clear KPIs or measurable criteria.