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.
