Melody McCloskey and Dan Levine: A Recipe for Disaster - Anonymous employee StyleSeat Employee Review

1.0
8 Aug 2016
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Decent work life balance. Market-rate salary. Free lunch. I really can't think of anything else positive to say. I liked the people I worked with (not for), but most of them have been laid off.

Cons

Where to begin? For one, the Glassdoor ratings are wrong because StyleSeat told its employees to write 5 star reviews to help recruiting. The company is collapsing because of the poor leadership of cofounders Dan Levine and Melody McCloskey. Almost half the company (disclosure: including me) was laid off last week. They simply do not have the experience to run a successful company nor, apparently, do they have the ability to learn how to. I didn't interact much with Melody, but it was hard to watch her get interviewed by top news organizations and win tech awards when she is running her company into the ground. It was hard for me to believe anything she said because what she said often didn't align with reality or the hard data. Dan was similarly oblivious. He would frequently make spur of the moment decisions and ignores ideas that didn't align with his own. He seemed to make decisions based on what he wanted rather than based on data and feedback provided by our data scientists, VP's and other company leads. The overarching strategy at StyleSeat has been to fire people. People disappear all the time and the company doesn't even mention they're gone half the time. It's clear that they do not value hard work or career growth. You come to work for (not with) the cofounders. I sincerely hope for the sake of future employees that, after StyleSeat goes under, Dan and Melody are never in a position of leadership again. PS: The office is rat and fly infested, and it's located in an alley that may have the most human excrement of any street in SF. I'm seriously not exaggerating.

avatar
StyleSeat Response
9y
Making staffing decisions is not always easy and sometimes a company needs to move in a new direction which results in people being let go. I can assure you the decision was not make lightly and our leadership team did the best they could to treat everyone with respect. StyleSeat would not be where we are today without our dedicated and talented employees and we have never lost sigh of that. Thank you for the time you spent with us and we wish you the best of luck with you next move.

Explore other reviews about StyleSeat

5.0
21 Feb 2023
Recommend
CEO approval
Business outlook

Pros

- Awesome managers - Interesting projects

Cons

Can't really think of cons. Mostly a positive experience

1
avatar
StyleSeat Response
2y
We're delighted to hear that your experience was largely positive. Thank you for your contributions to StyleSeat.
1.0
8 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Talented individuals across teams, especially among peers - Opportunity to learn quickly in an unstructured environment - Exposure to multiple functions (sales, onboarding, retention, support)

Cons

Compensation structure lacked transparency. The role was presented with a base salary, but in practice operated as a quota-dependent structure where earnings were contingent on hitting targets, without clear communication upfront. - No sales infrastructure at launch. No dialer, no real CRM discipline, and no consistent tracking of activity or performance for a founding sales team. - Constantly shifting expectations. KPIs, responsibilities, and priorities changed frequently without clear direction. - Role ambiguity. SDRs were expected to perform full-cycle sales, onboarding, retention, and customer support simultaneously. - Lead quality issues. Outreach was primarily directed at competitors’ existing users, many of whom had already tried and rejected the product. - Lack of cross-functional alignment. Sales, marketing, and customer support operated in silos, often sending conflicting messages to customers. - Product-market fit challenges. Retention issues were known internally but not addressed at the root, creating friction in sales conversations and onboarding. - Culture of optics over execution. Emphasis on narrative (“bullish on sales,” “VIP experiences”) without the systems to support those initiatives.

2
See reviews by: Helpful|Rating|Date|All