Pulley reviews

As another user said, leadership repeatedly follows the same cycle: hire a large engineering team, create a roadmap, ignore feedback when results fall short, abruptly pivot to a vague new direction, then blame engineering and lay off most of the team. Product talent is consistently underutilized, with very little trust or empowerment placed in the people closest to the work. Leadership puts outsized pressure on one or two people to define both the roadmap and the overarching product vision because the founders don’t seem to know what they want to build. Leadership talks about AI constantly but never ships anything meaningful, while the core product continues to stagnate. It was demoralizing to watch product managers spend weeks developing thoughtful specs and aligning early with founders, only for leadership to push back aggressively on the foundational assumptions, force multiple rewrites, and ultimately cancel or completely reinvent the project after several cycles of churn.

- equity domain can be a bit dry - equity domain is extremely complex and has a steep learning curve - huge application with a lot of legacy code and tech debt - benefits (premium coverage) are not great for families