Where to begin...
There were several challenges that ultimately outweighed the positives. Leadership was inconsistent and often said one thing but did another. The company initially pushed remote and hybrid work, then quickly reversed course and required everyone to be onsite. That shift felt misleading.
Compensation and benefits were also concerns. Starting salaries were below market for the region and industry, and while employee stock benefits were frequently discussed during Fire Side Chats, they were never actually offered. Questions about compensation or equity during company-wide meetings were often avoided or dismissed with the CEO literally telling anyone who asked to "Go start your own company."
The culture at the top felt very cult-like. If you didn’t fully agree with leadership or “buy in,” you were seen as not being part of the tribe. That dynamic made it difficult to voice concerns or push for change.
Performance reviews were another frustration. Expectations were extremely high, but it was very difficult to receive strong ratings regardless of workload or impact. There was a constant push to do more, with little recognition or compensation to match.
The biggest issue was credibility around job security. Leadership repeatedly used “no layoffs” as a selling point to justify lower salaries and to attract and retain employees. Despite that, they went through multiple rounds of layoffs at the first sign of trouble and may continue to do so. That completely undermined trust in leadership.
