Busy and Fun - Team Lead Jane App Employee Review

Hey hey! phil here, part of Jane's People team. This review genuinely made me smile cause I see so much of your passion coming through. I'd so love to grab a coffee with you and chat through so much of this in more detail! The "builders thrive" framing in your title is SO right. I've been at Jane long enough to watch what happens to people who arrive wanting to be part of the build versus people who arrive wanting a well-worn path to follow. The fact that you can feel the impact of your work, inside and outside the company, that's not something every company can say, and it matters a lot to me personally that it's landing that way for you. I love that you can see the intentionality our co-founders Ali and Trev put into Jane's culture. The care for our customers and people is real and it shows up in ways that are hard to fake IMO, cause when it's fake, you can feel that and it's icky. I have no doubt that so much of the positive experience you're getting out of Jane is the growth you're experiencing. The research shows that the #1 reason why people join and leave companies is for growth. That's always been so integral to who we are. Getting to be a part of Jane means that you get to be a part of a high growth company, meaning there's an abundance of growth, and it sounds like you're leaning right into it! On the cons, I appreciate how thoughtfully you've framed each one. The pivot fatigue is exactly how you named it "energizing for some and exhausting for others." I've experienced both extremes myself. We're not a company in maintenance mode, we're in full transformation mode, which means the infrastructure question you're raising (tooling, integrations, manual processes) is a constant chase rather than a problem we solve once and move on from. I remember Ali once saying that we shouldn't define ourselves by how things break, but instead, how we show up to solve them once they've broken. Thanks for being part of helping us all figure it out as we go. The communication piece, collaborative but sometimes lacking decisive direction, is one I find genuinely interesting. I wonder if what you're describing is that tension between making sure voices are heard and actually calling the shot and moving. Both matter, and they pull against each other constantly. Consensus has real value, and so does quick decision-making. That's how we keep up momentum, which is a non-negotiable for Jane. On manager development, that one's so close to my heart being a part of our People team. Our L&D team's been building out our Manager 201 program, a real step up our first iteration of manager training. We're going deep on emotional intelligence, courageous conversations so managers can get to the heart of things more openly and honestly, business acumen to build your data storytelling muscle, and how to bring strategy to life in a way that actually gives teams grounded direction. The goal is managers who can lead through change with more confidence and clarity, not just survive it. Your advice here is exactly the kind of signal that tells me we're working on the right things 😄 ! Thanks for sharing this review, and see ya around! - phil