Pros
- The individual contributors are the company’s greatest asset. Smart, driven, and kind, they’re the ones holding everything together. Many build lasting friendships here that make the dysfunction more bearable. - Some departments, especially Product, are well-run and led by competent, thoughtful managers who genuinely care. The Product leadership team, in particular, stands out as a bright spot. - There are real growth opportunities in select areas — if you're lucky enough to be in a well-managed department and can avoid the political fallout happening elsewhere. - Offsites can be fun socially, and occasionally offer a break from the chaos (though their purpose and ROI are questionable).
Cons
- Senior leadership is fundamentally broken. Aside from a few recent hires showing promise, most executive leaders operate on ego and emotion rather than strategy and skill. Decision-making is inconsistent, reactive, and often lacks accountability. - The CEO leads with volatility. His impulsive decisions regularly disrupt teams, with little follow-through or strategic vision. While he speaks about caring for people, his actions reflect chaos over consistency and control over collaboration. - The sales organization continues to experience high turnover — which is common in sales — but what’s not common is the complete lack of skilled leadership to develop and retain talent. Sales leaders have been hired with little to no training, resulting in teams being mismanaged and unsupported. There’s no strong enablement or mentorship structure, and the entire org has been failed by poor leadership, unchecked egos, and a total lack of accountability. The CRO, along with the Marketing and Sales executive teams, need to be replaced with leaders who actually know how to build and scale high-performing teams. Despite throwing significant money at marketing and maintaining a bloated team, lead quality and volume remain poor — and sales reps continue to leave. Leadership used to proudly boast that "no one ever quit sales" at the company; now, they’re witnessing a steady exodus of employees choosing to walk away. - Recruiting is disorganized and volume-driven. Poor hiring decisions are common, with many new employees quitting or being fired within months. There's little emphasis on long-term fit or development. - There's a disturbing obsession with “culture” that feels more like branding than substance. Weekly meetings filled with forced enthusiasm, cringeworthy icebreakers, and shallow messaging waste time and morale. - Time is constantly wasted on unnecessary meetings, yet leadership questions why performance lags. There’s a clear disconnect between how employee time is used and what the company expects in return. These meetings are largely performative and fail to communicate anything meaningful. - Instead of trimming the fat and removing non-essential roles, the company continues to overspend on fluff while underpaying and overburdening the people doing real work. Resources could be much better allocated to competitive compensation, proper staffing, and hiring qualified leaders. - Despite the dysfunction, a new addition to the executive team shows promise. If given the support and cooperation of peers, they could help steer things in the right direction — but that’s a big “if.” - There’s also a noticeable cult-like mentality among some employees, where skepticism is met with defensiveness, and loyalty seems rooted more in fear than true engagement.