Very dysfunctional company. Family operated and poorly managed. - Anonymous employee Mezzetta Employee Review

1.0
27 Jan 2015
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

The general staff are nice people but few stay very long. The products are good.

Cons

CEO don't know what he doesn't know but he thinks he knows it all. Very ego driven, controlling and has major trust issues. He holds the company back from being a great company because he can't trust the senior managers that are hired to take the company to the next level. They go through staff on a regular basis...only a very select few have stayed with the company because they tell the owner what he wants to hear. Employees are not treated well or respected, poor benefits and bad culture. Very toxic place to work.

Explore other reviews about Mezzetta

5.0
4 Feb 2026
Recommend
CEO approval
Business outlook

Pros

Family owned business. Everyone is supportive and help to accomplished the work on time. Focused on growth of the company by helping the individual growth.

Cons

Work life balance is not so good.

1.0
4 June 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Convenient location for those in the North Bay. Nice, newly remodeled offices. Generally competitive compensation.

Cons

Mezzetta is objectively a difficult place to work. Before anyone dismisses that as the opinion of one disgruntled employee, look at some of the underlying facts: white-collar turnover is substantially above industry norms, bonus payouts have been minimal or nonexistent for multiple years, and leadership turnover has been extraordinary. In less than a year alone, the company has gone through three heads of sales, two heads of marketing, two CFOs, and terminated its head of HR without replacing the role. At some point you have to stop calling it bad luck and start asking what keeps producing the same outcome. The answer, in my experience, is a culture built on fear and blame. The company runs on EOS, which in theory is about accountability. In practice it gets distorted in a specific way. Employees set their own priorities on paper, but those priorities get shaped by what the owner wants to see. Goals get written to please, not to reflect what’s realistic or what the employee actually believes is the right priority. The accountability is real. The autonomy is largely cosmetic. Senior leadership’s communication style is unpredictable in ways that create a constant undercurrent of anxiety. People learn quickly to manage up rather than speak honestly, which means problems stay hidden longer than they should. The environment often feels less focused on solving problems than on identifying who owns them. When things go well, credit is diffuse. When things go poorly, responsibility becomes remarkably clear.

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