Worst People and Culture we have seen yet. - Anonymous Employee- Former Employee Liven Employee Review

The company may have changed its name from Liven to Nomni, but in my experience the rebrand has done nothing to address the issues that continue to drive employees away. The biggest failure is the workplace culture—or more accurately, the lack of one. There was no sense of trust, accountability or psychological safety. Employees learned very quickly that asking reasonable questions, seeking clarification or challenging decisions respectfully could have negative consequences. Rather than encouraging open discussion, the environment often rewarded compliance and discouraged dissent. The People & Culture function was, in my experience, the weakest part of the organisation. I did not have confidence that it operated independently or that employees’ concerns would be handled fairly. Instead of helping build a positive workplace, it contributed to a culture where many employees felt unsupported and reluctant to raise issues. Staff turnover was exceptionally high, including experienced people in product and engineering. Instead of treating this as a signal that something was fundamentally wrong, it often felt like the business simply accepted departures and moved on without addressing the underlying causes. Valuable knowledge walked out the door while the same organisational problems remained. The company also lacked strategic direction. Priorities changed constantly, teams were expected to react rather than plan, and there was a significant disconnect between what was promised and what delivery teams could realistically achieve. This created frustration for employees and customers alike. Career progression was equally disappointing. Salary reviews and promotions lacked transparency, and many capable employees spent extended periods waiting for outcomes that never materialised. Leadership frequently criticised employees for forming “bubbles”. In my view, those groups existed because people no longer trusted the broader organisation. When employees don’t feel safe speaking openly with leadership or HR, they naturally rely on trusted colleagues for support. There are talented people working here who genuinely care about building good products and supporting each other. Unfortunately, their efforts are undermined by leadership failures and an organisational culture that has struggled to retain experienced staff. My recommendation to anyone considering joining is to ask direct questions about staff turnover, leadership accountability, promotion pathways and how employee concerns are managed. The answers to those questions will tell you far more than the recruitment process will.