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Addepar main competitors are DocuSign, Twilio, and LendingClub.
Competitor Summary. See how Addepar compares to its main competitors:
| Company | Founding date | Zippia score | Headquarters | # of Locations | Revenue | Employees |
|---|---|---|---|---|---|---|
| 2009 | 3.8 | Mountain View, CA | 2 | $40.0M | 200 | |
| 2003 | 4.7 | Palo Alto, CA | 5 | $2.9B | 2,000 | |
| 2009 | 4.2 | San Francisco, CA | 8 | $24.1B | 3,835 | |
| 2006 | 4.6 | San Francisco, CA | 3 | $5.1M | 1,384 | |
| 2003 | 4.4 | San Francisco, CA | 7 | $3.0B | 7,461 | |
| 2008 | 4.6 | Chicago, IL | 4 | $492.6M | 6,000 | |
| 2008 | 4.5 | San Francisco, CA | 8 | $4.5B | 6,000 |
Rate how well Addepar differentiates itself from its competitors.
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Does Addepar effectively differentiate itself from competitors?
| Job title | Male | Female |
|---|---|---|
| Groupon | 53% | 47% |
| Square | 56% | 44% |
| DocuSign | 69% | 31% |
| Palantir | 74% | 26% |
| Twilio | 79% | 21% |
| Addepar | - | - |
The job is not hard. The initial impression you have of the company is a super motivated, lean, forward thinking firm.
The reality is the culture is toxic. Slack has been weaponized. The drama started by sales and services leadership over slack is a large part of the problem. There are teams that basically ignore timelines, communication requirements and point fingers to clients when things blow up. Services is plagued with bad managers. People who are impotent at enacting change. Leadership awards poor team players while espousing team work and ownership. They use the SEAL mantra of “extreme ownership” which is and should be insulting to special operators. When things go wrong, there is little to no introspection, the immediate reaction is micro managing. Micro management is kicked up to an unrealistic pace. Clients are not the focus. Billing clients and completing SOW to charge clients at the bare minimal product is the target.