How are career development opportunities at Gusto?

It's clear that the vast majority of employees deeply care about supporting small businesses. The vision and mission of the company is not something that's a talking point, it's truly a focus area that everyone is executing on. While all companies have challenges, Gusto is overall a fantastic company to work for. Benefits and work life balance are spectacular (minus 401k match) and high performers have a lot of great career advancement opportunities.

It's pretty easy for low performers to stick around longer than they should. Cash compensation could be more competitive. No 401k match.

Medical benefits/ unlimited PTO for salaried employees

The leadership crisis within Revenue Operations at Gusto is not a temporary setback—it is the logical outcome of a culture that prioritizes internal alliances over operational integrity, endurance over well-being, and personal relationships over measurable contributions. In the past few weeks alone, multiple managers have resigned, leaving an already strained leadership team to absorb untenable workloads with no strategic investment in long-term sustainability. Rather than interrogating why so many key employees are leaving, leadership deflects responsibility, placing the burden of adaptation on individuals rather than acknowledging deeply embedded structural failures. A key contributor to this dysfunction is the People Team (HR), which actively prevents managers from maintaining effective teams. Rather than empowering leadership to make necessary decisions impacting productivity, HR enforces policies that protect underperformance at the expense of the company’s success. Managers are repeatedly denied the ability to course-correct dysfunctional team dynamics, leaving ineffective employees in roles where they actively hinder progress. This refusal to allow managers to take decisive action forces middle management to absorb the burden of enforcement without the authority to make meaningful changes. Meanwhile, senior leadership allows chaos to persist, shifting accountability downward while remaining detached from the operational consequences. The result is a workplace where leaders are set up to fail, high performers are left to pick up the slack, and employee engagement deteriorates under the weight of unresolved dysfunction. Beyond the issues of talent exploitation, another underlying factor continues to shape internal decision-making: after-hours alliances and blurred professional boundaries influencing promotions and career opportunities. Within Revenue Operations, it is clear that leadership selections are often dictated by personal affiliations rather than objective performance. This creates an exclusionary environment where opportunity is gated by social access rather than professional merit. Rather than fostering a culture of accountability, ethical leadership, and equitable career growth, Revenue Operations leadership frequently advances individuals based on informal personal networks rather than demonstrated expertise. Employees who are unwilling (or unable) to engage in these dynamics find themselves at a systemic disadvantage, regardless of their measurable contributions to the organization. The company does not suffer from an inability to retain talent; it suffers from an unwillingness to value it. Until Revenue Operations leadership and the People Team acknowledge that exclusionary promotion practices and talent exploitation are not sustainable business models, this pattern of high turnover, managerial burnout, and workplace inequity will persist. For professionals seeking an environment that prioritizes merit-based advancement, operational integrity, and ethical leadership, this is not the place.

Co-workers Remote Friendly A great gig if your not in customer service

Poor training, Lack of accountability from Upper management, and Growth opportunities are limited and non-existent for CS reps. A Strict PTO policy, Metrics, and QA are arbitrary. Pay is terrible for the amount of work you will be doing

Medical benefits/ unlimited PTO for salaried employees

The leadership crisis within Revenue Operations at Gusto is not a temporary setback—it is the logical outcome of a culture that prioritizes internal alliances over operational integrity, endurance over well-being, and personal relationships over measurable contributions. In the past few weeks alone, multiple managers have resigned, leaving an already strained leadership team to absorb untenable workloads with no strategic investment in long-term sustainability. Rather than interrogating why so many key employees are leaving, leadership deflects responsibility, placing the burden of adaptation on individuals rather than acknowledging deeply embedded structural failures. A key contributor to this dysfunction is the People Team (HR), which actively prevents managers from maintaining effective teams. Rather than empowering leadership to make necessary decisions impacting productivity, HR enforces policies that protect underperformance at the expense of the company’s success. Managers are repeatedly denied the ability to course-correct dysfunctional team dynamics, leaving ineffective employees in roles where they actively hinder progress. This refusal to allow managers to take decisive action forces middle management to absorb the burden of enforcement without the authority to make meaningful changes. Meanwhile, senior leadership allows chaos to persist, shifting accountability downward while remaining detached from the operational consequences. The result is a workplace where leaders are set up to fail, high performers are left to pick up the slack, and employee engagement deteriorates under the weight of unresolved dysfunction. Beyond the issues of talent exploitation, another underlying factor continues to shape internal decision-making: after-hours alliances and blurred professional boundaries influencing promotions and career opportunities. Within Revenue Operations, it is clear that leadership selections are often dictated by personal affiliations rather than objective performance. This creates an exclusionary environment where opportunity is gated by social access rather than professional merit. Rather than fostering a culture of accountability, ethical leadership, and equitable career growth, Revenue Operations leadership frequently advances individuals based on informal personal networks rather than demonstrated expertise. Employees who are unwilling (or unable) to engage in these dynamics find themselves at a systemic disadvantage, regardless of their measurable contributions to the organization. The company does not suffer from an inability to retain talent; it suffers from an unwillingness to value it. Until Revenue Operations leadership and the People Team acknowledge that exclusionary promotion practices and talent exploitation are not sustainable business models, this pattern of high turnover, managerial burnout, and workplace inequity will persist. For professionals seeking an environment that prioritizes merit-based advancement, operational integrity, and ethical leadership, this is not the place.

Great culture and colleagues who care a lot about the customer. Lots of opportunities to innovate and experiment with new ideas. Beautiful offices.

Shifting priorities. No 401k matching.

Remote Environment Lots of benefits

Little to no growth opportunities for remote employees Removal of some benefits in place of AI initiatives Lots of workarounds/bugs that are not prioritized Often high performers have to work extra to help others who struggle.

- Work/life balance - Nice in office space

-Initial pay if very low, then you will move up based on performance quickly, but will be stuck there for years -Extremely competitive career development, leadership roles do not open often -Constant reorg changes -Very broken platform on the backend, compromising efficient workflows and positive customer experience

Great people and culture. Good benefits. The product is east to use.

The pay is not competitive, there is not much career growth potential, leadership seems out of touch with the teams. The sales orgs are a grind and expect a high volume of calls/dials every day, metrics change constantly and are not really that attainable. A very micro-management style. Company is focused on an IPO so they only care about growth, growth, growth. Every single call needs to be an upsell, no relationship at all with customers. Support team is horrible and biggest complaint from customers - makes it really difficult to sell with mad customers.

Remote Environment Lots of benefits

Little to no growth opportunities for remote employees Removal of some benefits in place of AI initiatives Lots of workarounds/bugs that are not prioritized Often high performers have to work extra to help others who struggle.

Work from home. If in-office/hybrid, lots of perks. Coworkers.

Poor under-qualified management. Slimy “free trial” tactics to hit goal. Turn and burn mentality of reps. Was told career opportunities upon hiring. 2 months later was told this our team and size with all managers in place - most outside hires or CSMs promoted to AM Manager, little to no prior experience. I’ve watched reps get places on “Growth Plans” when they have hit quota previous quarters, these are 30 day plays to eliminate the rep asap.