Vision is cheap and meaningless if you don't know how to execute. It's sad, but true. The founders (and co-ceo's) beguile employees with the same core values that are said to each employee. However, nepotism, disenfranchisement, and decisions being made on anecdotal evidence run rampant inside the organization. The founders routinely share the vision of the company being the same as they had originally in the apartment, which I'm sure is great for a Lifetime movie plotline, but has literally nothing to do with the current state of affairs in the market. Customers are routinely misled, especially as part of the sales process, on targets they could hit with the software and the amount of money they could make. If you're unfortunate enough to be on the engineering side of the house, the technical leadership there has not only experienced turnover (primarily due to the founder misunderstanding what it takes to truly run a product and engineering organization) but lack of investment in internal services in tooling is pretty embedded.
Realistically, they've raised a lot of money. So - your options are, go here, wait until the ride starts getting choppy because burn is too high and there's no revenue growth, or ignore it altogether. You know that scene in Silicon Valley where the founder realizes that he could have "negotiated for less" and that could have saved his company?
Yeah. That moment was years ago, and management decided "Well, whatever. Let's just double down on the fundraising"
Fun.
