Syncron Reviews

Don’t work here unless you’re desperate. - Weird cult-like Pro Swedish wannabe tech startup culture. Pressure to drink the Koolaid or be ostracized. It’s not acceptable to criticize decisions of the Stockholm office or your Swedish colleagues. - You will be a second class citizen if you’re not Swedish. I wouldn’t recommend taking a position here in an office outside of Sweden or Poland. Employee benefits seem to be the best for Swedish employees. - Low pay (This isn’t just a normal complaint: I am literally interviewing for identical roles paying nearly 50% more) - Long hours culture and pressure to work to the extreme - Will skimp on employee benefits to maintain profitability on client accounts (cheap hotels during travel, etc.) - Product is very very niche and your experience will mean NOTHING outside of the aftermarket parts service industry - Nepotism in the Stockholm office (inappropriate romantic relationships between superior and junior, etc.)

From my experience, the company has been struggling for years with growth and still does not have a clear, credible commercial strategy. Direction changes frequently, priorities are reset without warning, and execution often breaks down. Most teams spend their time reacting to the latest pivot rather than building anything stable, scalable, or genuinely valuable. Although many customer logos are promoted publicly, during my time I repeatedly observed serious issues with customer retention and deal quality. Internally, this created persistent doubt about how strong the customer base really is and whether the current go-to-market approach can survive in the long term. Publicly available information also points to ongoing financial and growth pressure. Inside the company, this pressure shows up as a strong focus on short-term selling and optics. Product quality, sound planning, and long-term value creation are often deprioritised to show short-term activity. After the CRO joined, there was rapid and continuous churn across senior leadership — Partnerships, Sales, the former CEO, and later the CPTO. This instability significantly impacted continuity and ownership. Accountability became unclear, morale dropped, and attempts at long-term execution were repeatedly disrupted. Key issues I experienced: Reactive shifts: Strategy and positioning change reactively, sometimes reversing earlier decisions, creating confusion internally and damaging credibility externally. Network-based hiring: Senior hiring decisions, in my experience, rely heavily on existing professional networks rather than open, competitive searches, which limits challenge and reinforces a leadership “bubble.” Execution gaps: Well-known performance gaps in Solutions Consulting and Product Marketing are difficult to raise and even harder to fix, allowing the same problems to repeat quarter after quarter. Product and Technical Leadership Concerns: After the CPTO left, the CPO role was filled by someone whose background is largely outside core enterprise B2B domains. The leadership approach appears influenced by traditional grocery and retail experience, which may not align well with the complexity of supply chain and pricing software. From what I observed, Product leadership largely follows commercial direction from the CRO, with limited visible independent strategy or pushback. Decision-making is highly centralised. In multiple discussions, product responses and decisions often depended on guidance or validation from the CTO, which reduced Product’s ability to operate as an independent strategic function and blurred accountability across leadership roles. HR also appears to have limited influence beyond processes. Over time, many employees stop believing that internal feedback will lead to change, which helps explain why concerns are increasingly shared externally on Glassdoor.