Thinkific Reviews

The Engineering organization has become a clear example of a culture where inclusion is discussed but not consistently practiced. As a woman, it often feels like raising concerns comes with professional consequences. Women's voices are frequently interrupted, dismissed, or scrutinized more heavily than those of their male counterparts. Opportunities for visibility and recognition are not distributed equitably, and many women feel unwelcome in spaces where decisions are made and influence is built. The "Big Guy Group" is definitely taking over if you've missed the culture amp surveys. I have personally experienced being cut off, excluded from opportunities to contribute publicly and cornered for speaking up about concerns. Rather than creating an environment where differing perspectives are valued, the culture often discourages dissent and rewards conformity. This has created a workplace where many employees choose silence over the risk of being marginalized. What makes this particularly disappointing is the lack of leadership intervention. Despite repeated concerns being raised, there has been little evidence of meaningful action to address issues related to inclusion, psychological safety, or workplace culture. Instead, leadership has often appeared to align with and protect a select group of individuals, reinforcing existing power dynamics rather than addressing the concerns being brought forward. The result is a highly stressful and increasingly toxic environment. Engineers are already under significant pressure, and the lack of trust in leadership only amplifies that stress. Many of us hoped that previous leadership changes would create an opportunity for a healthier and more inclusive culture. Instead, key leadership appointments of engineering SLT and sponsorship of CTO decisions have reinforced the same dynamics, leaving many employees feeling unheard, unsupported, and drained. A healthy engineering organization requires technical credibility, empathy, accountability, and a genuine commitment to inclusion. Unfortunately, many employees do not currently see those qualities reflected in the leadership or culture of the organization.

- Gaps in workforce management and training, particularly with onboarding that feels too high-level for the complexity of the role. - Experiences with the People team suggest inconsistencies in how benefits are communicated or applied, which can feel inequitable. - Communication from People partners has at times included language that comes across as ableist or exclusionary.