Great culture, slow ,low on innovation - werkgeversreview Tech Team bij Expedia Group

3,0
14 mei 2021
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

1. Culture, employee centric. People care about each other. 2. Some perks like free food and cab at India office. 3. Great Work life balance and leave policy

Minpunten

1. Over last three+ four years in the organisation few things have moved, competitors are doing better. 2. Too many management layers there are so many managers, senior managers and directors with one or three directs. 3. Top down approach. Things are decided at top level, before covid, senior leadership used to go out on retreat to think about product. Junior folks are often excluded from planning and ideation. 4. Not smartest people to work with. Can't afford to hire FAANG talent. Can't even retail good talent. 5. Pay is not competitive, Covid made situation worse. 6. Expedia is not doing 'next' in travel. Vision is clear mission is not. For ex. local activities the area where Air B&B made huge progress is still flat here at Expedia. 7. Career progression is often difficult or unclear. 8. Execution speed is slow. Look at checkout pages it's still the old page even after years where other pages and LOBs have already migrated to new design system.

Ontdek andere reviews over Expedia Group

5,0
24 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

work life balance lots of pto

Minpunten

limited room for growth in the company

2,0
25 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Good pay, supportive manager, and genuinely pleasant colleagues.

Minpunten

Frequent reorgs and shifting strategic direction made it difficult to build momentum or plan long‑term. Over time, contractor roles became increasingly narrow and production‑focused, which limited opportunities for meaningful skill development. Responsibilities that originally included project management were reduced to primarily email production work. There’s also a broader corporate pattern where work is expected to be completed exactly as written, with little room for judgment or improvement. Even small, quick optimizations can lead to pushback rather than appreciation, creating an environment where going “above and beyond” requires multiple layers of approval — which defeats the purpose of being proactive in the first place. Finally, there’s an in‑office expectation (less strict than for full‑time employees, but still present) for work that can be done entirely remotely. This tends to benefit highly social personalities, but for those who prefer focused, independent work, it feels unnecessary. Social dynamics also play a noticeable role; if you’re not immediately well‑liked or you make a single early mistake, it can create a self‑fulfilling perception that’s difficult to overcome.

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