No respect for you as an employee - werkgeversreview Anonieme werknemer bij PaySky

- Decent pay if you managed to negotiate a good package. - Excellent products that are in high demand in the market. - Exposure to good technology and experience. - Opportunity for promotions due to high turn over. - Toilets are always clean, with hand soap, sanitizer, paper towels, and air freshener. - HR are nice and helpful, they try their best to work things out, however they are still confined by the directions and constraints of management.

- The company will drain you in every possible way: Time, physically, emotionally, so make sure what you will get in return (Pros section). - Leadership lacks clear vision and direction, which causes instability and conflicts and sudden shift in priorities. - Low benefits/allowances except for the salary, no allowances, you only get the laptop without a bag or headset or keyboard or mouse. - Poor training if you are lucky enough to have one. - Unless you are lucky to work with one of the good team leaders, you might end up, working without proper on-boarding, abondoned and left alone with little or no guidance/coaching, sometimes even face to face with the customer. - Turn over is high, and some people leave before the end of the 3 month probation, at times without having another opportuinity, this is one of the factors for increased workload and chaos. - Sometimes conpany tolerates bad attitude and temper behavior in favor of hard work or technical expertise, which pushes away decent respectful people. - Policy and process are there when they need them, but not when you need them. - Overtime pay needs special approval and is limited to certain exception, that does not mean you will be expected to work extra hours un-compensated either with money or leave hours instead. - That being said, taking vacation is very hard, especially long ones, it gets worse due to high turn over, and lack of a replacement, sometimes you are seen negatively for requesting/taking one. - Leadership speaches are always polished in religious lingo, giving it a sense of virtue and wisdom, which is not always the case when it comes to employees rights. - The office is extremly incovenient, small space sitting too close to each other, small desks, many broken chairs, at busy days you might not find a place to sit and work, toilets are usually busy to the point that people wait in lines like you are at on the run.

- Competitive salaries and good compensation packages. - Willingness to hire and give opportunities to developers. - Many engineers are motivated and eager to learn. - Exposure to fintech domain and large-scale delivery pressure.

- Executive leadership lacks the structure and experience required to scale an engineering organization. Several C-level roles appeared to be filled without the necessary background or qualifications for operating at that level, which negatively impacted decision-making, prioritization, and long-term strategy. - Excessive executive micromanagement and trust issues. C-level was asking to join engineering standups, sprint planning sessions, and retrospectives, creating pressure, limiting open discussion, and undermining team autonomy. - HR leadership was ineffective. HR processes lacked professionalism, transparency, and consistency. Concerns raised by employees were not handled constructively. - Unclear ownership and lack of technical direction. There was no strong software architecture leadership, resulting in tightly coupled systems, accumulating technical debt, and limited focus on scalability or maintainability. - Politics, and knowledge hoarding. Teams across different regions (Egypt and Pakistan) often worked in isolation. Internal politics were common, with individuals and teams competing for visibility and responsibility while withholding knowledge out of fear for job security. - DevOps isolated from development teams. DevOps ownership was centralized in a separate offshore team, leading to communication gaps, slow feedback cycles, and a lack of shared responsibility for reliability and delivery. - Toxic behavior tolerated. Certain individuals were widely known internally for unprofessional or toxic behavior, yet this was rarely addressed, impacting morale and collaboration. - Unrealistic delivery expectations. Business stakeholders were disconnected from engineering realities, leading to timelines that prioritized delivery speed over quality, scalability, and sustainability. - Unprofessional communication from leadership. At times, communication from senior leadership toward developers was aggressive and inappropriate, contributing to a culture of fear rather than trust and accountability.