Faire reviews about "manager"

- micromanagement & distrust from leadership: with recent 2 rounds of redundancies, management has clearly endured extensive stress from investors and CEO and is passing stress down onto their employees. Managers prove to have very high mistrust towards employees and can be extremely disrespectful and immature - they provide unreasonable feedback with lack of any evidence for their comments and feedback. There is clear favouritism across management as well which will change very fast consistently. - ever-changing company mission and focus: Faire loves to preach about one mission and focus and sometimes within weeks, loves to swiftly change to another project and focus, completely obliterating any new process, structure or plan to accommodate the previous mission. It is extremely hard to stay afloat and keep up with the company at times which has a direct toll on employees and their morale. - overpromising on career progression: Faire's career progression is sugarcoated to the max and no matter what promotion received, unless promoted to a manager, the job is ALWAYS the same. It's not challenging or rewarding.

Inefficient structure: Employees are stretched thin—expected to contribute fully to their core function while also serving on cross-functional “strike teams,” resulting in divided focus. Diffuse management: This structure often means having three to four competing stakeholders instead of a single clear manager, leading to conflicting priorities and decision paralysis. Power hoarding: At ~1,000 employees, the company is big enough to justify specialization, yet hiring remains painfully slow. Long-time employees often refuse to let go of projects or influence, clinging to legacy ways of working while still branding the company as “fast-moving” and “innovative.” Rigidness masked as agility: Despite branding itself as nimble and forward-thinking, the culture is rigid and overly cautious. Every initiative is subject to excessive oversight—especially from L7s and L8s who expect to be looped into even minor decisions. Artificial culture: The workplace culture is often performative—overly polished, overly cautious, and lacking genuine warmth. People tend to be persnickety, rigid, and disingenuous in their interactions, with little appetite for vulnerability or humor. Ironically, “Be Kind” is one of the company’s core values—but when you have to explicitly remind people to be kind, it’s usually a sign that something’s fundamentally off.

CLT flex for brazilian hires. Company has a fast paced environment that can be challenging sometimes but nothing out of the ordinary.

To succeed here you need to be brief and strategic in your work. Faire tries have all fat trimmed. Not a place where culture was super connected. For being a tech company the ‘fun’ and ‘balance’ elements are hard to come by in most departments. If that is something you highly value, consider a different path. But, if you want to grow professionally and be constantly surrounded by the top minds in the tech industry, this is a great place to be. Highly recommend if you are up for the challenge and a bit of a grind.

- It can get busy sometimes - There's a constant push to grow and have a greater impact, which is positive, but also exhausting

Faire is very prescriptive about the way it does EVERYTHING! However, if a problem doesn't conform or need to use the outlined process, it's hard to deviate. Management is pretty unforgiving of mistakes. One mistake will tarnish you for life. I was in meetings where leadership would bring up something someone did 1+ years ago and use that as a rational for not giving someone a promotion or elevated review rating. Most of the engineers come from Waterloo Univ. An excellent school, but everyone thinks the same way and, related to my first point, there isn't a lot of appetite for diverse opinions. Lots of churn on the engineering teams. People are moved around a lot. They try to sell this as a good thing, but it's hard for engineers to get context in the new domain and develop a relationship with their manager and peers.

Hard to grow, arbitrary barriers to promotion, upper management

Arbitrary deadlines set by PMs and managers and unnecessary stress to meet them. Gamified metrics leads to this. Little time spent reducing tech debt and messy code. Lots of unfinished projects being launched. Recent layoffs and unprofitability make the company seem less trustworthy