Curve reviews about "people"

There is a fundamental lack of structure and policies are only selectively enforced. This means vital processes are highly unclear and subject to sometimes ill-informed managerial whim. This applies equally across the business. Engineers build adaptability into code as they know priorities will shift with office politics. Vendor managers shape contracts to be able to adapt to officially impossible future conditions. HR decisions are unclear and based on what appears to be a kind of popularity. Diktat reigns over process. Thus, while most people thoroughly enjoy working with their colleagues at Curve, expect exceptionally high turnover - from C-suite execs to CX agents.

- my day-to-day involved working with a tool/framework that I didn't like and that skill is too specific, i.e., hardly transferable to other roles - I was a 1-person team, which could feel lonely at times

CEO is a dictator - openly said he couldn't do a day in customer service. I've never experienced more awkward town halls in my life. CEO had a hissy fit and offered people a payout to walk out - then backtracked and offered a pay out for people to stay and not take the original offer. LAUGHABLE.

We’re often referred to as a “sports team” and not a “family” which I respect as some other companies call you family and go on to treat you horribly. That being said, I’ll describe the things that makes sport teams successful below and how we’re tracking. - A great coach (lead): Great coaches hire great players, teach and train them and most importantly trust that they’ve taught them enough for them to deliver. At Curve the CEO and Exec team are too involved in the nitty gritty of things which shows fundamental issues - do you not trust the team that you hired to deliver? Or do they just posses bad management skills of micromanagement? - A cross functional team: in sports, no matter how good you are as a stand alone player, you need your team members to be just as good and to be in sync to land a win. There are lots of great teams and departments at Curve but there’s no synergy. This again points to a management issue as most times department heads seem and sound really out of touch especially with the CX teams which should be the heart of any company. - A loyal fan base: this again is pivotal as the loyal fans in the stands cheering on is the right fuel for success. At Curve we have a good customer base that love the product but lots of erratic changes and features that don’t do what we promise they would has made us loose a lot of them and some of the ones who have stayed have downgraded to our free tier (like sports fans who have become apathetic and won’t pay to see a live game cos what’s the point). - Good strategy: Any team that will be successful or win a game has to have a good strategy and actually leave enough time to implement it and see if it works or not. Things are changing for the better now but previously strategy wasn’t always communicated clearly. More importantly we don’t leave a lot of time before the next thing. There’s a lot of pivoting in quick succession that shows a lack of planning and good strategy implementation. Ultimately every day is a sprint here and you’re told that if you can’t keep up, it may not be the best place for you. Sprints are good but that can’t be the pace all day everyday, it gets tiring and leads to burn out.

Sometimes boring, the domain is complex

Work-life balance can be challenging, with expectations of long hours. Rapid changes in direction can make it hard to feel stable in your role. Management can be hit or miss—some supportive, others lacking leadership skills. Career progression is unclear, with limited transparency on growth opportunities.

Curve feels like a company in freefall. Senior leadership lacks strategic direction and treats employees as disposable. While the industry shifts to AI-driven solutions, Curve chooses to scale with people, not technology—an outdated and inefficient approach. Product development is directionless and erratic. Avoid.