Wunder 

Mobility

Unternehmenskultur

Literally every week at the all-hands meeting, the leadership would say "we are winning against the competitors and we won't raise money this year because we are full of cash". It was never clear in what dimension this "winning" was, but still... COVID19 crisis hit and just a week after closing the office they fired or put on furlough 30% of the company (around 50 people). The reason was that the mobility sector was super affected and they needed to save the cash. Fair point. But literally a week after that downsizing, Wunder announced they had bought another company (wait...wasn't money an issue?). I know for a fact that that acquisition was not supposed to happen before 6 months in the future. They prioritized buying the company (probably at a discounted price because of the crisis), than being fair to the people that had trusted them - people that had left good jobs and moved from all around the world a couple of months ago.

Full of so called "seniors" that could not work with one another. Every day there was bickering for the smallest of things. Any change, even the smallest ones, was completely impossible to even test it out, even if it was a type 2 decision (easily reversible), such as adding a column in the kanban board just to test something. I experienced my fair share of meetings where no one was listening to one another, just talking over each other and getting nowhere.

One of the values from Wunder is "Trust", but this is purely aspirational. I have seen many examples of a lack of trust, such as one engineering lead called a meeting with a product development team to say that they (and only them) would start using Scrum. He didn't mention why, it was just how it was going to be. He completely undermined the team and the team lead without any explanation. The team kind of rolled with it, and the first sprint was a success. But by the end of the first sprint, 3 members of the exec team came to the team at lunchtime without warning and announced that the team was being merged to another and some people would go work in another product. So the original merged team would be back to... kanban :) again, no explanation was offered.

Hands down the worst product development process I ever witnessed. People designed (and argued about designs) without speaking to users/customers/prospects or using any data to prove or disprove a decision.
There was no semblance of solving the user problems, it was completely "feature factory" mode. Example: there was a particular feature that was super complex to build and by the research we made with sales and customers, it was not the most important feature. There were many more pressing things that would help to move the sales needle. Why did we keep investing in building that feature? Because "it was promised to an executive we would deliver that feature". Seriously, everyone knew it was not the right thing, but since the executive wanted the feature, that was what we were going to build.
The product work was so bad that it was easy to spot in the results: the "cash cow" product that sustained the company was acquired when they acquired another company. The other 8 products were all money losers.

You work in an industry most impacted by change and help provide the right technology to bring more sustainable, shared mobility to the streets.

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