Much of upper management has either retired or been laid off, resulting in limited visibility and connection with current leadership.
Interactions with executive leadership (CEO, CCO, CMO) have felt infrequent and impersonal.
The company’s direction appears to have shifted away from customer focus and product excellence toward growth metrics, even when teams consistently meet performance targets—often followed by additional budget cuts.
Salaries for many customer-facing roles are significantly below market, which has led to an increasing number of experienced employees leaving. Hiring has struggled to keep pace due to non-competitive compensation, placing additional workload on remaining team members without corresponding pay increases or recognition.
In some cases, new hires are brought in at higher compensation than long-tenured employees, which negatively impacts morale.
Dynatrace is a complex platform with a steep learning curve; reduced staffing has begun to negatively affect customers and increase burnout risk for teams supporting them.
Management standards are not aligned within teams or across regions. Expectations vary significantly by manager, which can result in promotion or merit increase decisions being inconsistent or denied without clear justification.
Managers apply different criteria for performance and advancement, and there is no clearly defined or consistently communicated path for career growth.
Communication between teams and across the organization has weakened, leading to increased silos and conflicting information from different groups.
There has been limited direct communication from managers, directors, or executive leadership, contributing to uncertainty and misalignment.
New policies have been introduced that appear to disproportionately impact individual contributors—particularly salary ranges, hiring budgets, office budgets, and travel budgets—while not being consistently applied at the management level.
