Extremely high turnover across multiple teams. It is not uncommon to be in teams where almost nobody has more than a few months of tenure, creating a constant lack of continuity and knowledge sharing.
Many positive reviews appear to come from very new joiners and remain quite superficial, while more detailed negative reviews often come from employees who stayed long enough to experience the operational reality.
Strong pressure to leave reviews shortly after joining, before employees have had enough time to understand how the company actually operates.
Chronic understaffing in several departments despite hypergrowth ambitions. Teams are often expected to absorb unrealistic workloads for extended periods of time.
Management quality is extremely inconsistent. Many managers appear to have been promoted too quickly in a company growing faster than its internal structure and operational maturity.
Processes constantly change, ownership is unclear, and internal communication is often chaotic.
In some teams, employees spend more time firefighting than actually building sustainable processes.
The company branding around flexibility and work-life balance does not always match the day-to-day reality experienced internally.
Internal organization can feel highly reactive, with priorities shifting constantly and very little long-term stability.
Burnout risk is real and normalized more than it should be.
Employee support after difficult periods or exits can feel very impersonal and disorganized.
The culture can feel overly focused on growth and external image while major operational issues remain unresolved internally.
Lack of experienced leadership in certain areas creates confusion, inconsistent decision-making, and avoidable operational stress.
