Best company I've worked for in my career - Head of Business Development Schoox Employee Review

I've been at Schoox for a while now, and I can confidently say it's an exciting time to be here—especially if you're passionate about design and user experience. The company is making a real investment in modernizing the experience, and it’s clear that design is a top priority. It’s refreshing to see leadership support and champion these efforts, ensuring that accessibility and customer needs are front and center in every decision. One of the things I appreciate most is how much leadership genuinely listens to customers and employees. They take real action based on feedback, making it clear that they care about the long-term success of the product and the people who use it. Regular all-hands meetings keep everyone informed, and leadership is always open to conversations, making time for anyone in the company who wants to connect. Beyond the work itself, the internal culture is positive. There’s a deep sense of care within the team—people support each other, collaborate well, and celebrate wins together. It’s the kind of place where you feel valued and inspired every day. If you’re looking for a company that prioritizes great design, listens to its customers, and fosters an incredible team culture, this is the place to be.

With the company's strong focus on modernizing the experience, there’s a lot of change happening, which can sometimes feel fast-paced. Exciting, but requires adaptability! Prioritization is always evolving, which means shifting roadmaps. Leadership is supportive, but flexibility is key. Because leadership is accessible and open to meetings, schedules can get packed. While it’s great to have their time, being mindful of their availability helps. The quality bar is high, which is fantastic for the product, but it can sometimes mean longer timelines for getting things just right.

Interesting SaaS product in the learning space and some genuinely sharp people trying to make it better. Frontline employees and a few middle managers care deeply about customers and about doing the right thing day to day.

HR is effectively one person with outsized power over hiring, firing, and internal narratives. There is no meaningful oversight on people decisions or confidentiality, which leaves employees feeling exposed rather than supported. The senior “people” leader often blurs profesional boundaries, shares private information across levels, and is openly negative about employees she doesn’t favor. Over time people notice that those same employees tend to leave quietly. Customer‑facing and product teams live with the consequences of unstable leadership decisions: shifting priorities, reorgs, and colleagues dropping like flies without clear explanation. It creates a sense that the ground is always moving under your feet. The finance/executive side is presented as polished and strategic, but interactions can be condescending and dismissive. There is a noticeable gap between how leaders talk about culture and how they actually treat people behind closed doors. The company is split between the U.S. and Greece, with the CEO based overseas and very hands‑off on the people side of the business. That distance means serious issues with senior leaders rarely face real accountability, as long as results look fine on paper. Feedback channels (surveys, etc, “we want your input”) exist but employees rarely see real followthrough. Many have learned that speaking up is more likely to be held against them than to fix anything.