AutogenAI reviews

The company had a lot of potential, but the culture has declined significantly. What once felt like an exciting and ambitious environment has become increasingly difficult, with low morale, high pressure, and a lack of real support for employees. There is a strong sense that people are expected to simply deal with issues rather than being properly supported or developed. When people speak up, there is a genuine fear of retaliation, especially as this has happened previously. Targets and expectations often feel unrealistic, and the working environment can feel more like sink or swim than a place for collaborative growth. Leadership decisions have also had a noticeable impact on morale. Redundancies in both the US and UK were handled extremely poorly. Talented people have left, teams have been disrupted, and trust has been damaged. The Deputy CEO in particular is extremely difficult to work with, and people often avoid interacting with her where possible. In many people’s experience, she applies extreme pressure on her team to perform while adding very little practical value or clear direction herself. This creates an environment where people feel under constant pressure, often to support optics rather than meaningful progress. People who have raised concerns about this have often felt ignored, dismissed, or told that perhaps the company is not the right place for them, rather than seeing meaningful action taken. It no longer feels like the company values the people who helped build it.

- The company went through significant layoffs that came as a surprise to most employees, with little prior communication that reached most employees. Organisational culture noticeably deteriorated afterward. - The level of employee turnover was the highest I have witnessed in my entire career. - The company lacked a consistent long-term strategy. Direction shifted frequently, sometimes week to week, making it very difficult to set or achieve meaningful goals. - Contributions from non-sales teams were rarely recognised or acknowledged. The culture felt heavily tilted toward rewarding one team at the expense of others. - Despite being a relatively small organisation, it operated in very siloed ways. Cross-team communication was minimal, and different teams often appeared to be pulling in conflicting directions. - Senior leadership was difficult to access, with limited transparency around performance expectations, accountability, or strategic direction. - In my experience, the Deputy CEO created a consistently hostile and abrasive work environment. Interactions I experienced were at times belittling and demeaning. Raising concerns about this behaviour was met with hostility rather than engagement. I was not alone in this, multiple colleagues shared similar experiences. When these concerns were escalated to the leadership team, the response was to blame those raising them and fall back on the recurring phrase "maybe this is not the right place for you" rather than addressing the issues raised. In my view, this reflected not just an individual problem but a broader cultural failure at the leadership level.