Collaborative culture with changing priorities in a scale-up - Manager Numan Employee Review

None. Remote working, that’s about it. Any 5* review here is obviously an internal attempt to boost the glassdoor rating so don’t fall for it. Embarrassing that they have to resort to this really

The most toxic workplace I’ve ever experienced. Leadership have no clue what they are doing. Clinicians are not valued at all despite being on the front line. Heavy micromanagement. Leadership only care about productivity and revenue generation, with no concern of the wellbeing or mental health of their staff. If you have personal circumstances they don’t care, you’re just a number and if you’re not meeting their expectations they resort to ostracism tactics. Leadership speak of staff as if they are disposable objects and there is severely low morale across the board. The office is a weird, unwelcoming place where most people don’t even make eye contact with you or say hello. Very odd experience going into work, but luckily I didn’t have to go in too much as my job was mostly remote. Very unsupportive environment and will ruin your mental health and confidence. Huge layoffs which produced a lot of resignation too. Myself, and many colleagues, have resigned from this place without another job lined up - that should tell you everything. Awful. I would not recommend anyone to work here

A small number of exceptionally talented and thoughtful colleagues. Unfortunately, many of the people I most respected left or were made redundant during the summer 2026 restructuring.

In my experience, leadership struggled to turn highly favourable conditions in the weight-management market into a coherent and sustainable strategy. Priorities shifted constantly, specialist expertise was frequently disregarded, and capable employees were abruptly made redundant through a process that felt poorly explained and lacking in transparency. The culture also lacked psychological safety. During a group forum, a senior contractor publicly questioned me about my individual wellbeing score and asked me to elaborate on why it wasn't to their liking. As someone with a disability, I found this exposing and inappropriate, particularly because the conversation took place in front of colleagues rather than privately. I was also repeatedly approached by the CEO for unexpected conversations in the office, which I experienced as very uncomfortable. Senior contractors were sometimes given significant influence before appearing to understand the organisation, its people or the work already underway. Loosely formed executive ideas were regularly treated as urgent strategy, creating churn and forcing teams to deliver against continually moving priorities. The restructuring removed substantial talent and institutional knowledge while, from my perspective, there was little visible accountability at leadership level for the decisions that had shaped the company’s position.