I am talking about real talent, not some QA engineer who had been at the company for 17 years becoming a Sr. Director of a sh---y cloud team talent?
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No
GK is still here.
@s4 The strategy is to chase the tail end of the AI bubble and be late to market. That worked out so well for us with cloud services and HCI in the past that we're gonna try to do it again. $10B here we come!
@fh there is no strategy. No one can tell you where the company is expected to be holistically 6 months or a year ahead.
NetApp “leadership” is pushing quantity over quality. RTO is more important than anything else. They have destroyed the culture in the folly to chase $10b. Not a good place to work anymore.
@fc Technically they got rid of all QA positions. They forced me to change my title to something else.
NetApp Ops still has our VP Bill Berg.
Talent isn't the issue, strategy is.
There are QA engineers at the company?! With all the bug regressions, high number of issues with the latest ontap, and more limited IMT - it doesn't seem like much is fully tested these days. System Manager is still garbage compared to 9.7
If there is it's not being given a chance to shine since we switch directions every quarter.
I can't comment on whether there's any talent left or not. However, I can honestly say that I would prefer having someone who has been with the company for over 17 years leading my team, that some bobblehead a-hole from Microsoft, Salesforce or Amazon, with absolutely no insight as to what used to make this company a great place to work. I'm sick and tired of having these "super technical" managers and directors, with zero people managing skills. Let engineers drive the technical discussions (as it used to be), and focus on retaining and growing talent. That is one of the biggest problems this company is facing today.
There are pockets of talent, but their output is overshadowed by poor management.