I can only speak for the US sales/C-Suite. I've heard good things from some of the field ops and hourly associates.
Quick backstory: I was pulled from a role that I had been successful in for years (and genuinely enjoyed), but felt a little stuck. I thought I asked all of the pertinent questions before accepting the offer, and I believed I asked the right questions, though I understood I was taking a risk joining a newer company in an already saturated market. I was presented with a very optimistic vision: a competitive compensation plan, repeated assurances about the strength of the leadership team (including a comment from a C-Suite executive that I would “retire my wife within two years”), and a confident narrative around product-market fit following the launch of their technology.
Now, for cons:
- In my experience, there was no clear product-market fit. While leadership repeatedly positioned the company as a “tech company that does staffing,” it functioned far more like a traditional staffing firm with an app layered on top. Manufacturing and distribution clients did not appear to be actively asking for (or valuing) another piece of technology.
- I used to think people exaggerated horror stories about senior leadership. This was a wake-up call. Within a short period of time, multiple VP-level leaders exited or were reassigned. The leadership group that remained demonstrated a consistent inability to lead people effectively, communicate clearly, or build trust. The gap between how leadership was described during the hiring process and how it operated day to day was stark.
- Following the Series F raise, it felt like the organization was operating under intense pressure to justify its valuation and prove immediate profitability. From my vantage point, this pressure appeared to drive reactive decision-making, shifting priorities, and a culture focused more on optics than execution. (Make of that what you will.)
