Like many have noted, Supermetrics a few years ago under the previous CEO was genuinely a dream workplace. There was drive and a feeling of achievement each day, with strong teams and smooth collaboration across the board. Above all, there was a caring leadership team that understood its people, and took appropriate action on any concerns raised.
Things have quickly changed for worse in the last years since the founder left. A new leadership team quickly formed and people are no longer the priority. One doesn’t need to be at Supermetrics 2-3 years ago to see the crumble in values and culture at the core of this company right now. Serious concerns have been constantly raised about untransparent communication, incompetent middle managers, low compensation and toxic working environment but the leadership does absolutely nothing meaningful to address the problems. Instead, they think that by lying about the situation and silently letting people go, the problems would disappear. The company's responses to constructive internal feedback are just as superfluous and empty as their replies on this Glassdoor page. People are obviously aware of the current situation and what’s happening is damaging trust and lowering morale in the company.
The irony is that the new CEO, who introduced a set of value icons in Slack channels to celebrate the supposed company culture, is the one who green-lit the harassment, punishes honest feedback, and quietly pushes out those who truly demonstrate these principles. This superficial gesture of "living our values" is a perfect embodiment of today's Supermetrics - a company more interested in the appearance of good values than actually practicing them.
Some serious issues at Supermetrics:
- Lack of transparency: the CEO strategy for difficult topics like compensation, OKRs, or toxic environment is beating around the bush, denying the problems or questioning the source of truth, and eventually removing hot issues like compensation from the discussion completely. The right to remain anonymous during Q&A sessions was also stripped away, leaving people vulnerable and easily targeted for retaliation. Hence, the number of questions reduced but the problems remain and frustration keeps growing.
- The lies about layoff: layoffs happen to even the biggest companies during economic downturns, but claiming “no layoffs” openly and quietly firing people in the back for no proper reason is inexcusable. Leadership avoids accountability by targeting two specific groups: employees who challenge the status quo and recent hires. For months there have been numerous high performers who left abruptly on short notice without an upcoming secured position, or newcomers having their contracts terminated on the last week of their probation, despite documented strong performance. Each termination follows the same pattern: vague explanations citing "reorganization" or unfounded performance issues. Those selected for termination face aggressive pressure to leave, often experienced harassment from the very company they dedicated themselves to.
- Favoritism and protected misconduct: the “no a-holes policy” statement from the old CEO can still be found in the company wiki but it’s long gone the time when employees were treated with respect and understanding, let alone inappropriate behaviors getting punishment. Victims of workplace harassment and bullying find no support from the Chief of People and HR Business Partners. They turn a blind eye to individuals whose inappropriate behaviors were reported repeatedly by multiple people and teams - particularly when these individuals hold favored positions or close relationships with leadership. Most disturbing are cases where the harassers remained untouched and protected while the victims seeking help were terminated, again by the untransparent and vague reasoning mentioned above. These actions have not only shattered psychological safety but also sparked deep outrage among witnesses and those directly impacted.
- High performance got punished, not rewarded: outstanding work and contributions receive neither recognition nor fair compensation. Instead, high performers are questioned when they aren’t over-performing while their workload steadily increases due to mismanagement and poor planning. I have seen a lot of colleagues from various teams suffer severe burnout under crushing workloads given by their team leads, some of whom rely heavily on their top performers to compensate for their own shortcomings.
As someone who joined during better days at Supermetrics, it deeply saddens me to witness this downward turn. Looking at everything - how they protect bad behavior, punish good work, quietly push people out, and shut down honest feedback - I cannot, in good faith, recommend Supermetrics as a workplace. The company has lost its way, failing to provide even the basics of a safe and healthy place to work. While the Product team might experience less turmoil, across People Operations, Marketing, and Sales, employee dissatisfaction is widespread. What was once a great workplace is now somewhere people fear speaking up, worry daily about sudden layoffs, and face bullying for doing their jobs well. Despite the current compensation level, I would welcome an opportunity at a similar pay grade if it promised better working conditions. Unless there are real changes in how leaders treat their people, anyone thinking about joining Supermetrics should carefully consider what they've read here.
