A once great company that lost its way
Pros
Togetherwork used to have a genuinely exceptional culture. It was a remote-first company filled with talented, capable people who were trusted to do their jobs without constant micromanagement. Teams collaborated well, employees were encouraged to use their individual strengths, and the focus was always on serving customers. The products supported small businesses that needed stable, reliable software and personable support.T hat customer-first mindset was reflected in both the products and the people. Unfortunately, that culture changed dramatically over the past year.
Cons
A series of restructuring efforts resulted in repeated layoffs and significant organizational upheaval. Around the same time, the company shifted away from its remote-first philosophy and began hiring only for employees near its new Austin office (you can read articles about the new CEO with quotes like "Brent Warrington describes himself as a 'serial relocater of companies to Austin.' ). As the restructuring evolved, communication became increasingly inconsistent. Roles changed frequently, plans were abandoned without explanation, and many long-time employees found themselves taking on multiple jobs without clear expectations, training, or support. The disconnect between remote employees and those working in the office also became increasingly apparent. Teams often operated in silos with little visibility into what other departments were doing, leading to confusion, duplicated work, and a lack of organizational alignment. Leadership also made several strategic shifts that negatively affected both employees and customers. The company placed heavy emphasis on product-driven releases while reducing management and support resources. Large product launches frequently felt rushed and unstable, creating frustration for customers who depended on these platforms to run their businesses. There was little structure or alignment in place to communicate these releases and timeframes to customers, resulting in more confusion. At the same time, support teams had been significantly reduced due to layoffs, leaving customers with fewer resources when problems occurred. Employees from unrelated departments were often asked to step in and handle customer issues despite lacking the training or context to do so, creating unnecessary stress for both staff and customers. Also, employee monitoring software had reportedly been deployed on every staff computer before employees were formally informed. Regardless of intent, the lack of transparency eroded trust and reinforced the sense that leadership no longer viewed employees as professionals deserving of openness and respect. Togetherwork once had an outstanding culture built around talented people, excellent customer support, and products that customers genuinely trusted. In my experience, that culture has been replaced by constant "restructuring" with little follow-through to the orignal plan, reactive decision-making, poor communication, and an increasingly corporate environment that feels disconnected from both employees and the primarily small-biz customers who rely on these products every day.
