Dual Entry Reviews

They treat people like robots. The company culture is non-existent. Founders publicly praise employees on Slack for working weekends and putting in excessive hours, which creates an unhealthy expectation around work. The TA Manager is the biggest micromanager I have ever worked with. She has no trust in her recruiters, constantly double- and triple-checking everyone's work multiple times a week and even calling people out publicly on Slack. Her behavior in team meetings often borders on abusive. She regularly asks employees to justify why they did not hit their targets and responds to feedback with comments like, "That's not good enough, do better." One candidate I was working with was rejected simply because he needed to take one hour during the day to pick up his children. The expectation is that employees must be available all day, every day, with no regard for personal responsibilities. The engineering team lacks a clear and consistent hiring evaluation process. There is no alignment on what they are actually looking for in candidates, resulting in many rejections based on vague feedback such as "doesn't raise the bar" or "not good enough." In many cases, the candidates were actually stronger than some of the interviewers assessing them. You suggest some areas of improvements, but nothing ever changes. There is absolutely no work-life balance. The company frequently throws money at problems instead of addressing the root causes, while expecting employees to compensate through longer hours and increased pressure. Ultimately, I left because I genuinely felt uncomfortable recruiting people into this environment.

Inexperienced Leadership & Hype Culture: The founders lack an understanding of the ERP space. Instead of building a great product, leadership focuses on silly marketing schemes to ride the AI hype wave. Product vs. Marketing Disconnect: What is communicated in marketing vastly differs from actual product capabilities. This constant over-promising and under-delivering has caught up with the business, leaving a lack of happy customers or "real" references. Zero Vision or Culture: Startups are grueling, and employees need a clear vision and a sense of value to push through. Here, that was non-existent. Foundational employees felt undervalued and utilized merely as tools for the founders' personal exit strategy. Losing to the Competition: Because the market need is so high, competition is fierce. There is no sign that the company is keeping up; the gap between DE and the competition widened daily due to a complete lack of care for the product, employees, and customers.