Retool reviews

* Executive leadership often ignores feedback from subject matter experts, which causes preventable issues and missed opportunities * Goals and success metrics are frequently adjusted, making it difficult to track progress or measure true outcomes * Projects are sometimes abandoned after significant effort has already been invested, resulting in wasted time and resources * Cross-functional collaboration remains a major challenge, especially between GTM and Engineering, which slows down execution * Marketing suffers from high leadership turnover, creating further instability in go-to-market efforts * The company struggles to scale beyond ~400 employees without attrition spikes, which disrupts business continuity * Ongoing C-level churn prevents long-term strategy from taking hold

Collaboration across teams is extremely difficult. Even the most basic requests are often ignored, delayed, or met with passive resistance. There’s a pervasive “not my job” mentality, where teammates are unwilling to assist outside of their exact lane — even when doing so would take minimal effort and improve broader outcomes. This behavior is consistent across many departments and makes it incredibly frustrating to get work done. Marketing in particular has faced high turnover and minimal support. It's hard to succeed when foundational pieces are missing and cross-functional partners are unwilling to engage constructively. There’s a tendency to deflect accountability, and it’s common to see colleagues publicly undermined or left out of the loop. PIPs are frequent and often come without clear paths for success. Pay is below market. Sales and Brand, in particular, were frequently condescending and dismissive — making collaboration feel more like conflict resolution than teamwork. W/L balance was ok for such a fast-growing start-up, but I'd rather take on more work than deal with all of the roadblocks that I encountered day-to-day during my tenure here.