Wayfair is going through a hyper-growth stage, there are many issues that come from this, mainly direction of technologies and culture clashes. Currently there are many technology paths being angled for and none clearly winning, many times leaving us with multiple technology stacks serving the same purpose.
Infrastructure teams are worried about losing their jobs with the current push to the cloud. Politics run rampant and seem to win over how good you actually are at your job. There are many young managers that have only worked at Wayfair, and tend to have superiority complexes as they know no other job, and by proxy of being somewhere for such a long time, get caught up in their own glory.
All this said the company is strong, the overall culture is strong and leadership strives to be sure this remains. Unfortunately a company in hyper-growth tends to hire high level employees (directors) from outside faster than they can get them to assimilate to the culture. The result is those high level employees bringing in their culture and you end up with a mash of cultures. My org is particularly bad and clearly doesn't adhere to the "Wayfair way", and it's too bad, because I love the company. Keep in mind I am talking from the perspective of one org, and fully recommend Wayfair as a company. Just be sure you do your due diligence and interview your interviewee just as hard as they interview you.
I’ve worked for Wayfair since July 2019. I’ve found it to be a strong company with good technical values. The company employs over 15,000 people at several locations. HQ is Boston. I think it good could be a much better company if it listens to its employees more often. The review system is broken and WLB could be better. Would recommend this company if you are just starting your career and have never worked at a large company before but there are many start-ups that have a much better culture and would pay better. Given any day, working at Wayfair better than not having a job all together.
Featured a collaborative culture across different business objectives, roles, and responsibilities. It was obvious everyone was doing their best to manage their workload and push the company to be as creative and efficient as possible. Leadership didn't seem to have a clear focus on company goals and lacked the ability to prioritize projects according to business and customer value. While promoting the company as a technology leader, internal tools and processes used were inefficient and there was a surprisingly high inability to adapt to change from executive leadership. Open office environments can be a detriment to productivity for some job functions.