Brightwheel Reviews

-Low pay for the tech industry -High turnover in every department including leadership changes every few months -They offer flexible time off but it comes with many contingencies/you only get a certain amount of days off before your metrics are affected -No growth opportunities and highly competitive as only a few roles open up every 6 months -No annual salary increases for customer success teams. Once you reach the highest level in CS, you are stuck at your wage unless a role opens on another team. -Told you are valuable but no actions behind those words -No team initiatives or team building (low morale) -No 401K matching

Dishonesty during the interview process: Be upfront with potential candidates in the interview process about the history of the team and what they are stepping into. If the prior team was laid off / fired in the past year, don’t just tell the candidate that the team or role is “new” to brightwheel. Top-down lack of vision, trust, and leadership: The CEO, while clearly invested in the space, is a micro-manager that prefers to have metrics listed in every conceivable way (including individual sales employee metrics) instead of allowing analysts and operators to own/present their areas of the business. Interestingly, for a company whose mission statement is about ensuring quality education everywhere, there’s no meaningful attempt made to measure that. Instead of allowing employees to professionally develop, amidst this backdrop, upper management plays along which at best indicates an inability to speak up in the firm and at worst endorses this micro-management mentality. This trickles down to teams where the dynamic is one of self-interest/survival instead of coming together and building each other up to accomplish a common goal. The CEO attempts to embody FAANG’s “Move Fast and Break Things” but only succeeds in breaking employee morale. Future employees should ask themselves if this is the type of environment they want to work in. No compassion for employees who require medical leave: Don’t give employees a performance warning the day after they request a mental health day (following six weeks of flags for support to management) without checking in with them first. Retention problems: Multiple senior leaders have left the company in less than six months of being at the company. Through the grapevine, there’s a pervasive sentiment of “just survive until you can get out” amongst coworkers (laterally and vertically).