„An innovative digital space with talented and brilliant teammates, severely underutilized and mismanaged by corporate.”
- Kultur & Werte
- Vielfalt & Inklusion
- Vergütung & Zusatzleistungen
Ich habe in Vollzeit bei Under Armour gearbeitet (Über 8 Jahre)
The engineering team culture is incredible. As an engineer, you can learn a significant amount from your teammates. It is encouraged to have open discussions with the team on pretty much anything: new or existing product ideas, technical projects, workflow optimizations, and so on. I personally never felt any disdain from my peers whenever I would converse with them about a seemingly radical idea because they were open-minded and critical thinkers. Because of this characteristic, it's allowed engineers from all levels to freely converse with each other without feeling like someone may pull rank on them. From a growth perspective, this is an incredible attribute in a team's culture.
There are several opportunities to work on meaningful and impactful initiatives that help peoples' lives. Because the surface area of health and fitness is so great, there are a plethora of ideas to explore. Some of the projects the teams worked on ended up resulting in patent acquisition, including the workout recording technology stack. The company lives through its initiatives by providing several fun opportunities to do events like taco runs, beta testing challenges, and yoga classes throughout the year.
Under Armour this year has taken a significant stance on providing speaker-series talks on anti-racism and social equality, which have been incredibly insightful. There is a healthy work/life balance with flexible working from home (prior to COVID-19).
Connected Fitness is riddled with an obsession of micromanagement and subsequently, a lack of trust. As a manager for a few years, I learned how to properly protect my team from requests that were ambiguous, impossible, or not ready to accomplish in a given timeline. Often enough though, if I had responded negatively, my decision would be superseded by another non-technical manager talking to one of my direct reports directly (to which they would reply positively). It wouldn't be until later in a planning meeting that a direct report of mine would be assigned work that I specifically declined, which unfortunately resulted in stymying my direct reports' career paths. This caused some distrust amongst leaders from different teams, and subsequently, some attrition due to engineers not being able to work on projects largely related to their development plan. It was because of this lack of trust and my own personal stagnation of career growth that I moved back into an engineering role, in hopes to help foster and drive these technical initiatives.
Connected Fitness operates based on the notion of completing largely product-focused goals at the expense of thoughtfully building a given teammate's career based on their development plan. This meant that most technical projects were met critically with non-technical stakeholders due to the lack of product-facing incentives. Even if technical projects included objectives like improving the user experience, increasing the fidelity and resilience of a session, or reducing crash rates by fixing a system, these were often overlooked for projects that would add a new feature or a new screen against a broken system. Candidly-speaking, this is due to a lack of maturity from the product team.
From a company standpoint, unfortunately the pay is not as competitive as other tech companies in Austin. Due to the volatility of stocks, the bonus percentage payout is inconsistent. Compensation increases are often minimal, and promotion opportunities are difficult to navigate due to the aforementioned issues with product goals and the overall leanness of the engineering teams. In terms of career growth, it is difficult to advance beyond the first few levels unless an opportunity exists for backfilling an open position. For instance, going from a senior engineer to a staff engineer can feel unobtainable given the high expectations and difficulty of accomplishing them, given micromanagement woes.
Rat an das Management
For Connected Fitness: While the team needs to continue driving innovation in the health and fitness space, the product teams must be cognizant that systems inevitably degrade over time. The engineering team is lean, which makes it difficult to focus on these initiatives while moving forward on product innovations. There must be a healthy balance between product and technical work. These projects must be taken into deep consideration if Connected Fitness wants to remain best-in-class to compete against the likes of Apple and Nike in the fitness space.
For Under Armour: The direction Under Armour has provided Connected Fitness has been haphazard at best. The most disappointing thing for me personally has been seeing Under Armour not take advantage of the largest nutrition app in the App Store. In order to adhere to UA's mantra of making all athletes better, they must consider fitness and nutrition as two pieces of the puzzle. Fitness activity is only one half of the equation, and it cannot exist without nutrition. There were grand ideas of making the ecosystem between the two applications cohesive so that both apps could exchange data back and forth. This would enable some incredible opportunities to demonstrate the notion of the quantified self. This was a goldmine of an opportunity that UA and Connected Fitness left on the table, given literally no other company out there can achieve this at the scale and reach that Under Armour had. With MyFitnessPal sold now, UA is back to where it was in 2013 with its original acquisition of MapMyFitness. UA must double-down and reaffirm the significance of MapMyFitness and demonstrate its commitment to the digital space. Otherwise, they might as well surrender to the idea that they bought mobile apps just to prove that they could beat Nike temporarily.
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