It’s difficult to know where to begin, because there are both positive aspects of the company and some meaningful challenges that prospective employees should understand.
From a leadership perspective, there appeared to be a strong focus on board expectations and company optics, sometimes at the expense of employee experience. During the pandemic, the company hired a large number of remote employees, but has since shifted to a model where remote hiring is only approved when deemed “absolutely necessary.” For employees required to be onsite four days a week, this inconsistency can create questions around fairness and long-term flexibility.
Within the team I was a part of, my experience was particularly challenging. The organization created an environment that I found unsupportive and, at times, discouraging. I consistently felt overextended and raised concerns about workload and the need for additional team members. Despite repeated requests, support was not approved until much later. Since my departure, three individuals have been hired to cover the responsibilities I was managing alone, which reinforces the level of workload that existed.
During my nearly two years there, I worked hard to rebuild and scale a program that had a difficult reputation when I joined. We made significant progress, and I consistently delivered results above industry benchmarks in my role. However, feedback often centered on not doing “enough,” not moving “fast enough,” or not providing sufficient “white glove” service, despite measurable performance outcomes. While several leaders were supportive and would advocate for my work, there seemed to be disproportionate weight placed on a small number of dissatisfied stakeholders.
One pivotal moment for me was being excluded from the interview process for a new hire on my team because the company needed to “move quickly” while I was on PTO. Given how closely I had worked to build the function and how much I valued the team’s success, that decision felt misaligned and ultimately influenced my decision to leave.
There are genuinely talented and dedicated people at the company, and I believe the organization has strong potential and a compelling mission. However, there are cultural and leadership dynamics that, in my experience, created a level of strain and burnout that future employees—particularly in HR or recruiting—should carefully consider.
I left six months ago and still feel strongly about the experience, which I believe speaks to its impact. I sincerely hope the company addresses these challenges and continues building on the positive work it is doing.
I wish the team and the organization the best moving forward.
