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I feel for you too. It wasn't a startup and the job was local, but I took a salary drop and swapped a cosy-but-unrewarding role with a global corporate to join
by linker3000 12y ago
I feel for you too. It wasn't a startup and the job was local, but I took a salary drop and swapped a cosy-but-unrewarding role with a global corporate to join a 40-strong SaaS development company that wanted someone to come in and sort out their internal and customer support infrastructure - they had no strategy, procedures or hierarchy and were constantly firefighting - shuffling resources between projects according to which customer complained the loudest.
It became clear very quickly that the two founders who brought me in wouldn't embrace any change that didn't come from them, and they had a total fear of empowering anyone else to make executive decisions - even about their own team members; I constantly found my guys being assigned to firefighting for other teams without my knowledge, so workload planning and scheduling knowledge sharing periods was impossible - we had information silos all over the place and if someone went on vacation they would often be called or emailed frequently because they were the only ones who knew about a specific part of a project or system. I wasn't allowed to attend support review meetings with the customers - the Directors went alone and told me what had been agreed, and they constantly dealt directly with one of my guys (the company 'guru'), assigning him work and making it impossible for me to grab his time so he could share his skills with the rest of the team - I highlighted it as a serious business risk that this guy was the only person who knew some of the tricks with some of our internal and customer infrastructures, and that he wasn't encouraged to document or share his knowledge, but they dismissed my concerns.
When we had that Friday afternoon talk after 9 months of trying to bring in some best practices and semblance of organisation, I left the office for the last time with a sense of great relief that I was out of the clusterfuck.
It only took me a few weeks to find a much better role and I hope things work out for you too.
Edit: Looking back at what I wrote, it might be that the OPs circumstances just offered the opportunity for a bit of a personal rant, which was not the intention. My main point was based on the fact (not explained at all by me in my post) that when I met the two Directors (twice), prior to joining, the setup and opportunity for me looked very positive, and I was convinced I was going to be empowered to fulfil the role. Things turned out very differently, and I clearly did not fit in with the company culture the founders wanted to both leave and stick with simultaneously (it was their comfort zone, and although they knew is was not the best was to run a business, they ultimately couldn't leave it). Moral: Shit happens, despite due dilligence, but that doesn't make it right.
- marktangotango 12y agoYikes most all of that applies to my current role... But at the end of the day, a chaotic process IS a process. And if the company is pulling in money the process is successful by at least one measure. I think the trick is to grow past the 'whatever it takes' phase and get to the long term, steady, maturation phase. Which is what we are trying to do.
- linker3000 12y agoThat was my stance at that final meeting (which was very matter of fact and calm): "I feel you could run this business in a way that's much better organised to grow further, but at the end of the day it's your business, not mine..."
- untog 12y agoStories like this (and my own experience) kind of sum up why I don't intend to work for another startup unless it's one I've founded. Too many people out there are taking roles with <= 1% of equity and thinking that they're going to be part of something big. Instead, they have no power to make decisions and make less money than they should. Working for a startup because it's a startup is always a bad idea.
- sheetjs 12y agoThat doesn't excuse certain behaviors like breaking a contract early (we haven't seen the contract, but it's reasonable to assume there's some provision) After seeing this and similar situations like https://news.ycombinator.com/item?id=8152933 https://news.ycombinator.com/item?id=8152933 involving YC companies, it's hard not to conclude that there may be something culturally broken at the accelerator level.
- Quizz 12y agoIt's called inexperience and immaturity - people seriously expect a bunch of twenty something's who've never operated a business to get things right in 3 months? Or better yet, can you imagine the abuse if you worked for a startup led by 28 year old Steve Jobs today?