Where to begin. Despite messaging around growth in the Americas, the company heavily favors EMEA, and teams in AMER/APAC face significant challenges. While leadership speaks often about expansion, the organization lacks the operational maturity and basic service offerings that are standard among competitors in this space.
The company positions itself as differentiated through transparent pricing, in-country expertise, and strong customer support; however, this has not been my experience. Pricing has shifted from simple and competitive to heavily monetized, with many basic services now charged for that are free elsewhere. When asked to justify these changes or explain added value, clear answers are rarely provided.
Sales was significantly over-hired without the operational infrastructure to support growth. Many deals stall or never fully implement, leading to frustrated customers and reputational damage. Communication during implementation is often poor, and prospects are sometimes asked to rely on references that do not reflect the same products or services being sold.
Leadership turnover has been frequent, with executives and employees let go abruptly and with little transparency. One of the founders has stepped in to lead sales multiple times following executive departures, creating ongoing instability. While the company promotes strong values, the reality feels very different—executive leadership often leads with fear, which trickles down through management.
Many managers lack industry experience and are hesitant to advocate for their teams. Decision-making is unclear, and managers are often afraid to speak up. There is little structure, and finding accurate information is difficult. The so-called single source of truth is consistently outdated, forcing employees to search through multiple Slack channels with conflicting answers—often only to be blamed later for having incorrect information.
Compensation is another major issue. Commission plans change frequently—sometimes mid-quarter—and errors are common. Reps must audit commissions every month, and corrections can take weeks, occasionally rolling into future pay periods.
Operations and sales are deeply misaligned. Implementation timelines are often months out, causing deals to fall through. Operations has no accountability tied to revenue outcomes, which leads to frequent pushback on new business and lost opportunities.
Outside of EOR, product offerings are limited and difficult to sell competitively. The company continues to lose strong talent due to product gaps, poor execution, and unstable leadership.
Overall, there is a significant gap between how the company markets itself and the day-to-day reality. If you are looking for stability, strong leadership, and well-supported products, this IS NOT the right place.
