Jellyvision Lab reviews

Four rounds of layoffs in three years, including two right before the holidays. Employees on maternity leave or who had just returned were among those impacted. The company has missed its plan multiple years in a row. Many people who could have helped turn things around have been let go or have chosen to leave. Other functions outside Product and Sales have been reduced to a fraction of their former size, with remaining employees doing the work of two, three, or more roles. Multiple reorgs and strategy pivots have not translated into meaningful change in direction or results, which has eroded trust across the organization.

Insecure leadership. Their business strategy does not give a strong sense of stability or solid direction. Their indecisiveness trickles down to direct managers, who are often hesitant to make decisions and quick to point fingers at their team members if things go wrong. In the beginning of the year there may be an idea of the direction, but later in the year priorities often shift in a reactive way. You can imagine the pressure this creates for employees who work hard to make initiatives succeed, only to find out the focus is changing again and they might get laid off as a result. It can feel like their business approach is to “throw spaghetti at the wall and see what sticks” repeatedly, and it seems like the company has been operating this way for several years. There are also many long-tenured employees who often default to “this is the way we do things,” even if it’s outdated, which can make it difficult and tedious to push for improvements. A lot of fresh, talented people end up leaving soon, probably because the company is too set in its own ways, fostering a culture that feels closed-off, cautious, and slow to innovate due to lack of strategic planning and low morale from repeated layoffs.