High pressure and low stability. Volatile leadership and a fear based culture. - Anonymous employee Fieldguide Employee Review

-The culture leans toward high-intensity and significant over extension. It is consistently a 50+ hour per week environment where 40 hours is not the standard. -The effective dismantling of the Customer Success department has created a significant gap in our ability to deliver long-term value. Without a dedicated success framework, the burden of onboarding and retention falls into a vacuum. -The leadership style relies heavily on high pressure accountability. This can lead to a culture where performance is driven more by job security concerns than by positive engagement. -There is noticeable volatility in staffing, with high turnover rates across both voluntary departures and frequent involuntary firings. -The organization still operates with a pre seed mentality despite its growth. Executive leadership remains deeply involved in granular, day to day IC tasks, which can create bottlenecks. -The environment requires constant self advocacy and defensive messaging in leadership facing channels (almost all of them). Navigating the public square of executive scrutiny is a major time sink that prioritizes optics over output. -Role priorities and departmental KPIs shift frequently throughout the year, making it difficult to maintain long term project momentum. -There is a significant gap between sales and post-sales execution. The lack of dedicated implementation resources, combined with a high level of technical complexity for the customer, creates a challenging onboarding experience and slows time to value. -Flagship product has landed well, recent attempts to diversify into adjacent use cases have struggled to gain traction. There is an over reliance on these unproven expansion areas to meet aggressive growth targets.