I fully appreciate that businesses need to evolve, adapt to market conditions, and position themselves for future growth. However, it feels as though some of the values that originally made Pleo a great place to work have been weakened in the process, particularly around how people are treated and listened to by senior leadership.
In some departments, the reality on the ground feels very different from the one team, one direction message. Teams are being asked to absorb significantly more work, respond to increasing numbers of last-minute requests and operate with limited capacity, all while maintaining the same expectations for performance. While the company suggests that success is largely within employees' control, that has not always reflected my experience. When priorities change frequently, resources remain constrained, and decisions are made several layers above the teams responsible for delivery, outcomes can feel heavily influenced by factors outside an individual's control. Equally concerning is the perception that raising honest, constructive feedback can sometimes be viewed negatively rather than welcomed as part of healthy discussion. This is particularly disappointing because the people affected are often highly committed employees who genuinely care about Pleo and its success. Over time, this combination of increased pressure, limited influence over key decisions, and reduced mental safety appears to be taking a toll on morale and wellbeing.
I also understand the strategic ambition to move upmarket and focus on larger customers. However, there seems to be a disconnect between that ambition and the current maturity of the product. Customers are becoming increasingly frustrated by the pace of product development, while some new customers appear to be sold a vision that the product cannot yet fully deliver. This creates challenges not only for customers but also for the teams responsible for supporting them, who are often left managing expectations that were difficult to meet from the outset.
