Nabsbsh - Recensione dipendente - SDE-intern presso Goodreads

People were pretty friendly, we had free lunches a couple times a week and it was cool getting to work with their tech stack

My manager was pretty hands off and the team was pretty small - sometimes I was not quite sure of who to look to for guidance and support

Goodreads still has a strong brand, a loyal and passionate user base, and a mission that many employees genuinely care about. There are still smart, thoughtful people across the organization who want to do meaningful work and improve the reader experience. The company also benefits from long-standing goodwill in the market and a product that still matters to a large community of readers. For many employees, the best part of working there has historically been the people — especially the teammates who deeply understood the product, the users, and the broader book ecosystem.

In 2026, Goodreads feels like a shell of what it once was. Leadership has consistently gotten in its own way, creating an environment where priorities shift, decisions stall, and meaningful product progress is difficult to make. The company has struggled to evolve the product in ways that keep up with the industry, especially in areas where modern consumer platforms have raised the bar around discovery, personalization, community, and overall experience. A major issue has been the loss of talent and institutional knowledge. Some of the most competent, high-context team members were either let go or pushed to look elsewhere, and that loss is visible in both morale and execution. What remains often feels like an organization that is trying to maintain itself rather than meaningfully build for the future. The decline became especially noticeable after COVID. Since then, morale, urgency, and trust have steadily eroded. Too many people seem either burned out, disengaged, or simply holding on for a paycheck. The sense of care, ownership, and product conviction that once defined Goodreads — especially during the founder and early-team era — no longer feels present in the same way. Execution has also become a real challenge. Product and leadership struggle to turn ideas into shipped improvements, and the newer technical organization often does not seem close enough to the codebase or product history to move with speed and confidence. There is still potential here, but it is being held back by slow decision-making, weak product direction, and a lack of operational and technical momentum.