Strong company and talent, but leadership inconsistency shifted the experience significantly - Customer Success Manager Owner.com Employee Review

Owner has the holy trinity of any start up: 1) a Mission that's real and helps normal people (not just people in tech) 2) rapid growth and financial success -- the fundamentals of the business are very sound, the leadership team is stacked. Founder / CEO is brilliant and human. 3) A pretty strong culture (if a bit uneven in pockets, see below). If you're an ambitious person who wants to be part of a winning company, feel good about the work you're doing / impact you're having, and like your co-workers, you will thrive at Owner.

The pace comments mentioned here aren't exaggerating. Only work here if you like working hard. You can have a full life: many successful people at Owner are involved parents or have busy lives outside of work. But they still work very hard. It's one of the reasons the company has been so successful. One other potential con is uneven-ness in management experience. This is not unique to Owner, any start up that is growing fast and promoting internally faces this issue. What it means is sometimes certain teams or people might have a different cultural experience than Owner's standard. But this should improve as the company matures and develops its leaders more consistently.

There are some really great people here, and the company is addressing an important need. The compensation is decent.

It's worth noting that the company "strongly encourages" Glassdoor reviews from new hires, so the inflated score is a result of that. Here are the basics: - Fire first, ask questions later policy. Folks are frequently let go weeks or months after starting. Severance is below industry standard. - Guilt by association. Consistent cultural failure to take organizational accountability for the state of their systems. Daily incidents. Culture of public blame. - No accountability for non-engineers. Managers bully engineers into cutting vital corners on projects in the name of velocity, then do public executions when things break. These bullies are among the most celebrated people at the company. - Inconsistent support and advocacy for engineers means that performance over-rewards greenfield projects to a comical degree. Doing low visibility but important work on the bodypit of legacy systems the C-suite pretends don't exist is a death sentence. Almost 80% of firings all come from people working in same 20% of Owner's systems, but there's been zero critical thought about why that is.