Toxic and deteriorating - Anonymous employee Harrison-AI Employee Review

Genuinely smart and talented people across the board — the Engineering team in particular is a highlight, with a strong collaborative culture and plenty of opportunities to learn from high-calibre colleagues.

Shifting direction and roadmaps — priorities change frequently, making it difficult to build momentum or deliver with confidence. Long-term planning feels unstable. High-pressure, fast-paced environment — the pace itself isn't unusual for a startup, but combined with constant directional shifts and the challenges of coordinating across global time zones, it becomes genuinely draining over time (many ppls are working over times - without compensations) Repeated restructures and redundancies — reorganisations happen with concerning regularity, and the handling of these processes leaves a lot to be desired. The lack of transparency and care erodes internal trust and confidence over time, and the reputational damage compounds with each cycle. Leadership's approach to AI implementation — senior leadership appears to be embracing AI tooling without adequate rigour around architecture, design, and quality. Without proper testing and governance foundations, this approach risks exposing users and the market to avoidable issues — the difference between a successful, efficient rollout and a chaotic one comes down to decisions being made (or not made) at the top.

Genuinely talented and collaborative people across the organisation, one of the stronger teams I’ve worked with. The culture, prior to the restructure, was a real strength and something the business should look to rebuild. Refreshingly, there’s no pressure to be anyone other than yourself, authenticity is genuinely valued.

At the executive level, there’s a tendency to prioritise internal initiatives, tools, processes, structure, over the fundamentals of revenue growth and cost management. Sharper focus on the core business would serve the company well. The board appeared somewhat removed from these internal dynamics, which limited the organisation’s ability to self-correct in a timely way.