Currently a train wrek - werkgeversreview Software Engineer bij AimLock

The people are the best part of the company. I worked with genuinely kind, talented teammates who supported each other and made even tough days easier.

- Leadership often feels disconnected from day‑to‑day realities. Concerns about ongoing issues or organizational challenges are frequently dismissed rather than addressed, which makes it difficult for employees to feel heard or supported. - Decision‑making at the top can be inconsistent, with shifting expectations and unclear direction. Suggestions that could improve efficiency or reduce costs are often rejected without meaningful consideration, even when they align with standard practices used widely across the industry. - There is a noticeable divide in how standards are applied. Expectations are enforced strongly for employees but not always modeled by leadership, creating a sense of double standards. -Recognition and rewards do not feel evenly distributed. Bonuses and opportunities tend to concentrate among a long‑standing inner circle, which can make the environment feel more like a closed network than a merit‑based system. - Overall leadership culture leans toward entitlement rather than accountability, which affects trust, morale, and long‑term retention.

-Exposure to multiple areas of the business -Opportunity to take on a high level of responsibility quickly -flexible schedules and benefits (but often only for some)

-Leadership is highly centralized, with decisions driven by 3 people and little room for input or challenge -A strong “top-down” culture where feedback is not actively encouraged or acted upon -Repeated instability due to lack of long-term planning and inconsistent decision-making -Reactive environment where issues are addressed short-term rather than solved at the root -Employee experience and morale are not prioritized, contributing to turnover and disengagement -No accountability at the leadership level despite ongoing organizational challenges