Weave reviews

Weave loves to market itself as “People First,” but that culture is long gone. Leadership is disconnected, resistant to feedback, and rarely takes accountability. Goals are constantly set without a real strategy, leaving employees to deal with broken processes, messy data, and systems that make even simple work unnecessarily difficult. Speaking up doesn’t lead to improvement but it often just gets you labeled as “not a cultural fit” and retaliation by getting written up for your attitude rather than your performance. It’s also frustrating to watch how customers are treated. Long-time clients face constant price increases while new sales are prioritized. Leadership has little interest in helping loyal customers move to newer, cheaper bundles with the same features because short-term revenue seems to matter more. If you care about transparency, accountability, or your mental health, think twice before joining.

Weave runs on urgency. The office may go quiet after 5 PM, but texts and Slack DMs never do. Vacations are difficult to fully unplug from. Many managers and ICs work late into the night just to stay afloat. The culture rewards endurance and “always on” behavior. Customer-facing teams have tightly controlled calendars. Blocking time for proactive work or admin tasks is not allowed if it takes you off the phone. The result is constant reactivity, escalations, and performance coaching tied to symptoms of overload. Performance management can feel inconsistent. Similar metrics don’t always lead to similar outcomes. Once someone is perceived negatively, it can be difficult to reset that perception, even years after performance or behavior improves. Negotiating compensation or advocating for raises is often viewed unfavorably, and leaders will be openly angry at you for negotiating. I also saw promotions and headcount disappear mid-process due to shifting financial priorities. Advancement criteria is not transparent. More and more promotions are being offered to a candidate selected behind closed doors who matches a mix of metrics and culture traits without holding interviews as opposed to opening a role and hosting internal interviews. There were workforce reductions that felt abrupt, including shortly before the holidays. Some roles were eliminated and later reintroduced under different titles. There have been a number of people also quietly forced out of their roles. Communication during these transitions could have been more direct. An unusually high number of employees took extended leave, often tied to burnout. Rather than prompting systemic reflection, this became normalized. There is also quiet stigma around taking leave and leadership will view you as flaky or less than if leave is taken. Feedback is welcome, as long as it comes with a complete solution. Raising concerns without one can feel like challenging leadership and they will get defensive. Opportunity and influence tend to concentrate within certain cliques. If you fit the mold, you’ll likely move quickly. If you don’t, growth may stall regardless of output.