Mews presents a sleek, progressive image but behind the scenes, it tells a very different story. There’s a clear divide between those who are “safe” and grandfathered in, and the rest of the team constantly trying to survive. It becomes evident within weeks who’s protected, regardless of behavior or performance, and who’s disposable.
In sales, the pressure is relentless. Fear of job loss is real, PTO goes unused, and meaningful benefits like “Wellness Wednesday” were removed under the guise of “unlimited PTO.” Some leaders go so far as to say that you should commit your life to sales (even after hitting 100% of goal) ...an alarming stance that completely contradicts the founders’ vision of work-life balance.
Performance plans often seem less like support mechanisms and more like exit strategies. I watched incredibly capable colleagues be pushed out only to be hired elsewhere with better titles and compensation. If they were so unfit, why were they quickly snapped up by competitors? Internal mobility is limited, and the path to success feels blocked unless you're part of an elusive inner circle.
That inner circle? You’ll spot them easily on LinkedIn...jetsetting to Paris, Prague, and other international destinations for meetings that feel more performative than productive. While the rest of the team works under mounting pressure and unclear expectations, the “elite” attend glamorous offsites, exclusive events, and fancy client dinners. The message is clear: inclusion isn’t based on merit, it’s about proximity to power.
While some get to pose with champagne in Paris, others can’t even visit clients without jumping through hoops—like filling out a form detailing exactly how many opportunities they’ll generate from the trip (which, unsurprisingly, encourages people to just make things up). It’s a clear example of the double standard that exists—one group gets autonomy and perks, while the rest are micromanaged into submission.
Whether or not you enjoy working at Mews largely depends on who your manager is. There is no unified culture here—just isolated pockets of strong leadership mixed with others who are clearly not a culture fit. Some leaders know how to inspire, others hide behind performance data and vague expectations. The weekly all-hands meetings might paint a cheerful picture, but not everyone on that screen practices what they preach.
The lack of hospitality experience in some managers is the biggest obstacleand no, they can't just “fake it 'til they make it.” The ones barking orders and setting unrealistic goals are often the ones who are “safe,” and they use those metrics to justify their positions. But let’s be honest—they couldn’t do what they’re asking others to do if their job depended on it.
And while the company expands its sales team and touts aggressive growth, they simultaneously let go of experienced enablement leaders—the very people responsible for training, onboarding, and supporting those new hires. It's a short-sighted move that speaks volumes about where priorities truly lie.
Culture here feels deeply two-faced. Publicly, it’s all positivity, champagne toasts, and celebration. Internally, it’s turnover masked as growth. Promotions and reorgs happen with little transparency. Swim lanes are constantly redrawn—but only after those who might’ve benefited have been let go.
Sales meetings sometimes include quid pro quo-style conversations, tying discounts to favors—diluting true partnership and further eroding trust.
What’s most disheartening is how feedback is managed. Rather than listen, leadership encourages people to post positive reviews to bury the negative ones. Until an external, truly anonymous survey is conducted, I don’t believe real change is possible.
