Toxic culture with mishandled layoffs and favoritism - Customer Success Manager (CSM) Truecaller Employee Review

Great company to work for, with a supportive culture and excellent colleagues who make collaboration enjoyable and rewarding.

Similar to the challenges you would find in most product companies which includes balancing priorities, managing dependencies across teams, and navigating occasional process or organizational complexities that come with operating at scale.

My experience with the company's culture and leadership raised several concerns. There appeared to be a lack of financial discipline and accountability around expenses and budget management. Entertainment and discretionary spending often seemed to receive greater attention than operational rigor and business fundamentals. I observed instances where expense approvals and spending decisions did not appear to be subject to the same level of scrutiny expected in a professionally managed organization. This created a perception of inconsistent governance and weak controls. There was also a strong emphasis on personal branding and internal visibility among some members of the leadership team, sometimes at the expense of execution, accountability, and team development. The overall culture felt heavily relationship-driven, with decision-making and approvals occasionally appearing influenced by personal networks rather than transparent processes and objective business criteria. Prospective employees should spend time understanding the company's operating culture, governance standards, and leadership expectations before joining.

The GTM organization was one of the most disappointing teams I've worked with. Success and visibility appeared to depend more on being part of the inner circle than on performance or business impact. Employees outside favored networks often struggled to get support, recognition, or access to decision-makers regardless of their contributions. There seemed to be a greater focus on relationships, internal politics, and social activities than on revenue growth, customer outcomes, or execution excellence. Meritocracy was difficult to see in practice, and promotions often appeared influenced by proximity to influential individuals rather than consistent performance. I also found it challenging to raise concerns or advocate for higher standards of accountability. Employees who questioned the status quo or pushed for stronger governance and professional discipline did not always feel supported.