CloudM Reviews

Unfortunately, many of the concerns raised in previous Glassdoor reviews remain valid. The biggest challenge is the senior leadership team. During my time at CloudM, I felt the experience of its leaders fell short of its ambitions. Strategic direction often lacked clarity, accountability was inconsistent, and too many decisions appeared to prioritise familiarity over capability. The company experienced significant staff turnover, with a number of strong performers leaving across multiple teams. That made it difficult to build momentum or confidence in the direction of the business. Marketing also felt overly reliant on a single acquisition channel and external consultancy, despite limited evidence that this approach was delivering sustainable results. Rather than adapting course, the strategy seemed to persist while other opportunities were overlooked. Overall, it often felt as though capable people left while questionable leadership and management decisions went unchallenged. That’s a difficult culture to maintain if the ambition is to grow and scale.

The senior leadership team lacks relevant industry experience and expertise. Hiring appears to favour personal networks over capability, and people who constructively challenge the direction don’t seem to last. Healthy debate isn’t welcomed. Several leadership roles seem mismatched to the people in them, including newly created positions where the person has no background in the function they’re now running. “Fail fast” gets cited as a philosophy, but in practice little genuinely new is being tried, and the underlying problems go unaddressed. Leadership says people are welcome to speak up, but in practice raising concerns changes nothing. Issues don’t get actioned, relationships sour, and the person who spoke up often ends up leaving. The planned anonymous reporting platform reads less like a genuine attempt to improve the culture and more like a way to divert criticism away from public reviews. Leadership also spends noticeably on offsites and travel for themselves, while the wider company rarely gets the chance to meet or connect.