It's basically the Space Shuttle Challenger, we're currently headed towards the moon but..... - Senior Software Engineer Weave Employee Review

2.0
Oct 12, 2021
Recommend
CEO approval
Business Outlook

Pros

if you can convince them to give you options they'll probably be worth something. A few neat people have joined the company recently. Roy is cool. The pay is also pretty good for the area.

Cons

If you're a woman, might want to steer clear of the C level execs, there's some issues there. There are two leaders in particular, Marty (COO) and Ashish (CTO & CPO) that are the definition of incompetence. But they are also very close friends with the board so they are unfireable. Even the CEO has no power to remove them no matter what they do. Because of these incompetent leaders, everyone is quitting en masse. Expect to be overworked. All the founders of the company were recently driven out or quit. Because everyone senior is quitting, we've shifted our hiring completely to India and Juniors, which adds a layer of difficulty because of time zone change and need for extensive training respectively.

Explore other reviews about Weave

5.0
May 19, 2026
Recommend
CEO approval
Business Outlook

Pros

- awesome team culture in the strat team

Cons

- snacks aren't always great, but they are decent

1.0
May 19, 2026
Recommend
CEO approval
Business Outlook

Pros

Decent health and other benefits Hybrid work Some great team members

Cons

Benefits have become increasingly less competitive over time. Senior leadership feels deeply disconnected from frontline teams and day-to-day operational realities. Leadership culture often leaned heavily toward visibility over trust, creating an environment where being seen sometimes felt more important than actual output. Strong micromanagement tendencies from upper leadership created unnecessary pressure and reduced autonomy for managers and teams. Urgency culture was exhausting — nearly everything was treated as critical, making it difficult to maintain healthy work-life boundaries. After-hours messages and shifting priorities were common. Decisions often felt reactive rather than strategic, which created frustration and inconsistency across teams. Employee trust did not always feel mutual, and oversight could feel excessive rather than supportive. Certain areas of management, particularly within onboarding/leadership structures, at times felt influenced by favoritism, inconsistent treatment, and cliquish dynamics rather than transparency and merit-based decision making. Collaboration across teams could feel impacted when communication and opportunities did not always appear evenly distributed. Compensation and benefits no longer felt competitive compared to similar roles elsewhere. People not employees used to be such a common phrase for Weave. You literally do not hear or see it anywhere anymore.

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