Come work here: smart management & great culture - Finance Manager Frazil Employee Review

Great work environment, talented coworkers and high impact across the company

Benefits and pay seem low compared to the talent and level of the employees.

- You learn a lot, and quickly and the pace forces real growth - Many of the people are genuinely great, and there are some brilliant, hardworking coworkers here (this goes for both the corporate team and warehouse teams) - Small perks like free slushies are a nice touch (if you like them)

I want to start by saying I believed in this place. There's real potential here, and that's part of why the disappointment cuts deep. It's not that Frazil can't be good, it's that they aren't prioritizing the things that would actually get them there. I get the sense that the focus right now is on optics and short-term numbers rather than the long-term health of the people who work here. I don't doubt this company will survive; there are smart, capable people there, but "surviving" and "being a good place to work" aren't the same thing. If leadership actually cared about the people they employ, not just the outcome, they'd be investing differently. This is where most of my experience lives, so I'll be thorough. I'm grateful for what I learned here, but the pace and expectations are unsustainable. This is a fast-moving, high-impact environment by design, but it regularly tips into burnout territory. The people are sharp, but the bar is often set at a level that isn't realistically attainable, and retention numbers reflect that; turnover is high, and the compensation and benefits don't match what's actually expected of employees. Leadership changes in the past year have made things worse, not better. There doesn't seem to be a clear understanding from the top of what's actually driving people out, which makes me wonder how sustainable the current trajectory really is. A recurring pattern: employees are expected to work long hours to hit goals and expectations, but when they raise concerns about the hours, they're told it was their own choice, even though missing those hours results in real consequences. That contradiction took a toll on my mental health and work-life balance in ways I didn't fully register until after I left. You could be doing something right, even something great, and it still wouldn't be enough because the bar just kept moving. That's a hard way to work day after day. On top of that, raising concerns about burnout or workload was often met with subtle judgment rather than support. Saying "it's too much" was treated as a sign you were weak, rather than a normal part of working sustainably. This same lack of accountability shows up in how people are managed out; employees are often let go with little to no warning or documented feedback, which creates a lot of anxiety and distrust across teams. Compensation transparency follows the same pattern. Bonuses were paid out at a fraction of what was communicated as achievable, with little explanation given despite the year being described internally as a record-breaking success. Raises are similarly difficult to come by, even for strong performers. This same lack of accountability shows up across the board: people are told one thing and experience another, whether it's about hours, pay, or performance expectations. I also want to name a pattern I saw repeatedly: a double standard by gender. Male leaders seem to get more slack for the same behavior that gets women pushed out or held to a stricter standard. Most departures I witnessed in the past several months have been women, often tied to a lack of flexibility for people balancing family responsibilities. This wasn't a one-off, it was a pattern across multiple situations I either witnessed directly or helped manage. On top of all this, there's also a resistance to evolving how the work actually gets done. The company talks about wanting to be innovative but operates with fairly dated processes and tooling, even as leadership pushes a "do more with less" mentality. Getting buy-in for new ideas is unusually difficult in most situations, not just to "convince people," but a deeper unwillingness among some senior leaders to admit they're wrong, even when shown clear evidence or being a subject matter expert on the topic at hand. Not knowing something is treated as a weakness rather than a normal part of learning. Flexibility is a good example of this. One small example is hybrid work being firmly rejected at the highest levels, despite it being one of the more obvious, low-cost ways to address burnout and retention. Leadership seems entirely closed off to revisiting it, even as it likely contributes to some of the turnover mentioned above. Taken together, these aren't isolated issues and they're symptoms of a leadership team that's more focused on optics and short-term wins than on building something sustainable. The talent and potential here are real, which is exactly why it's so frustrating to watch. Until leadership is willing to actually listen and adapt, I don't see these patterns changing, and the people who make this place work will keep paying the price for it.